 |
One of the most dreaded tasks for many managers is giving job evaluations to their direct reports.
|
111 |
 |
Deliberately putting managers into stretch jobs that will require them to learn and grow is the central development technique of the most successful organizations.
|
129 |
 |
…most organizations seem to be managed brilliantly for preventing people from performing at high levels.
|
194 |
 |
The dividing line between success and failure comes down to how well executives can manage their portfolio of guesses.
|
161 |
 |
…150 people. That magical number is the number of close relationships we are naturally designed to manage. Any more than that starts to cause a breakdown…
|
143 |
 |
The only way to truly manage at scale is to empower the levels of management.
|
145 |
 |
…great companies and great leaders are the ones able to succeed beyond any one leader and manage through hard times.
|
211 |
 |
All managers of metrics have an opportunity to become leaders of people.
|
229 |
 |
The leaders of great organizations do not see people as a commodity to be managed to help grow the money. This is why performance really matters.
|
21 |
 |
Stress and anxiety at work have less to do with the work we do and more to do with weak management and leadership.
|
33 |
