 |
…great management typically comes from playing to your strengths rather than from fixing your weaknesses.
|
112 |
 |
As a manager, one of the smartest ways to multiply your team’s impact is to hire the best people and empower them to do more and more until you stretch the limits of their capabilities.
|
179 |
 |
One-on-ones aren’t for the manager’s benefit; they should be about what’s helpful for the other person.
|
227 |
 |
A manager’s job is to be a positive multiplier for her team.
|
229 |
 |
Don’t take on more work than you can manage to do and do well.
|
030 |
 |
Time management, like stress, can be challenging when you’re too busy, and, oddly, when you’re not busy enough.
|
066 |
 |
Delegators are dead weight for a small team.
|
218 |
 |
…management and leadership are like forehand and backhand. You have to be good at both to win.
|
005 |
 |
Caring personally is the antidote to both robotic professionalism and managerial arrogance.
|
013 |
 |
Unfortunately, conventional wisdom and a lot of management advice pushes bosses to challenge less, rather than encouraging them to care more.
|
031 |
