 |
The mere presence of a manager asking questions about what the team is doing can have severe consequences beyond any obvious reactions.
|
043 |
 |
…if a manager learns to ask questions and lead with empathy, they create a very important opportunity for the team member to open up, share, and even solve problems on their own and grow.
|
056 |
 |
If you need MBO [management by objectives] to get people to do their job, you may have the wrong people, the wrong managers, or both.
|
007 |
 |
As professional people, we are products. So try to product-manage yourself. Develop your product through education, training, and experience.
|
159 |
 |
…good managers know it’s impressive when people are confident enough to be candid. Self-awareness is compelling.
|
162 |
 |
The world eventually catches on to those who mostly manage appearances instead of adding value to the organization.
|
170 |
 |
An organization is a network of interdependent services. Therefore the descaling efforts should include working to break dependencies, not only to manage them.
|
086 |
 |
It is a common learning to miss the middle and need to back later… The pressurized middle should be explicitly supported in the move from traditional…
|
089 |
 |
People in the pressurized middle have a very important role, and that role is no longer command and control or detailed order-giver.
|
089 |
 |
Middle managers are critical enablers as servant leaders, coaching their teams in continuous improvement alignment to outcomes and being coached.
|
091 |
