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Selecting for talent is the manager’s first and most important responsibility. If he fails to find people with the talents he needs, then everything else he does to help them grow will be wasted…
|
111 |
 |
As a manager, you might think that you have more control, but you don’t. You actually have less control than the people who report to you.
|
115 |
 |
Focus on each person’s strengths, and manage around his weaknesses. Don’t try to fix the weaknesses.
|
153 |
 |
One of the signs of a great manager is the ability to describe, in detail, the unique talents of each of his or her people.
|
154 |
 |
By telling you that you can transform nontalents into talents, these less effective managers are not only setting you up to fail, they are intrinsically blaming you for your inevitable failure.
|
160 |
 |
…great managers are aggressive in trying to identify each person’s talents and to help her cultivate those talents.
|
160 |
 |
Casting for talent is one of the unwritten secrets to the success of great managers.
|
162 |
 |
…so few individuals ever come to know their true talent and so many managers fail to notice the clues.
|
163 |
 |
The best managers reject the Golden Rule. Instead, they say, treat each person as he would like to be treated, bearing in mind who he is.
|
166 |
 |
At its simplest, a manager’s job is to encourage people to do more of certain productive behaviors and less of other, unproductive behaviors.
|
170 |
