 |
With rising interdependence and unpredictability, the costs of micromanagement are increasing.
|
212 |
 |
The less people’s job can be automated, the more you need them to take initiative, innovate, and think creatively. But despite the evidence of all these studies, few managers are willing to take this leap.
|
212 |
 |
The new world… is equal parts exciting and frightening. Human interaction – not just in the context of management – is changing tremendously.
|
246 |
 |
…great hires should not only be better than the CEO and management team; they should also differ from them.
|
071 |
 |
If there’s one thing a CEO must do, it’s hire managers who are better than she is. If there is one thing mangers must do, it’s hire employees who are better than they are.
|
072 |
 |
The usual assumption is that over time, people should move into management and provide less individual contribution. This is a bad assumption.
|
074 |
 |
There’s a saying that if a manager has to fire someone, maybe the company should fire him too because the situation should not have gotten to that point.
|
074 |
 |
Bootstrapping involves managing for cash flow, not profitability. That isn’t a long-term plan, but until you are sitting on a pile of cash, it’s the way to go.
|
087 |
 |
…if we honestly believe in Lean and Agile economics, then we need to manage flow rather than utilization.
|
134 |
 |
Build a management team and offer them a long-term incentive plan that rewards their personal performance and loyalty.
|
149 |
