 |
Leaders… don’t care very much for organizational structure or the official blessing of whatever factory they work for. They use passion and ideas to lead people, as opposed to using threats and bureaucracy to manage them.
|
022 |
 |
In unstable times, growth comes from leaders who create change and engage their organizations, instead of from managers who push their employees to do more for less.
|
041 |
 |
This is at the crux of management: It is the belief that a team of people can achieve more than a single person going it alone.
|
018 |
 |
Your job, as a manager, is to get better outcomes from a group of people working together.
|
019 |
 |
The first part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it.
|
022 |
 |
Purpose, people, process. The why, the who, and the how. A great manager constantly asks herself how she can influence these levers to improve her team’s outcomes.
|
024 |
 |
You can be someone’s manager, but if that person does not trust or respect you, you will have limited ability to influence him.
|
035 |
 |
One of the truest indicators of the strength of your relationships is whether your reports would want you as their manager in the future if they were given a choice.
|
062 |
 |
Your job as a manager isn’t to dole out advice or ‘save the day’ – it’s to empower your report to find the answer herself.
|
067 |
 |
…protecting low performers only increases the damage when, inevitably, a manager is forced to let them go.
|
078 |
