 |
Even if you’re the nicest person… to them, you’re still the boss, and the power of your role distorts the relationship.
|
13 |
 |
Our role power as managers affects every interaction we have with our team members.
|
14 |
 |
It takes even more trust building in a manager-subordinate relationship than it does with friends.
|
14 |
 |
Generally, the more a team trusts its manager, the better the results will be, and the better the retention as well.
|
14 |
 |
…you and your directs really aren’t, and can probably ever be, a true team.
|
15 |
 |
Just about the only place where feedback isn’t given, isn’t used, isn’t taken for granted is between managers and their directs.
|
19 |
 |
Everyone has his or her own point of diminishing returns.
|
21 |
 |
As managers, we’re responsible not just for the status quo, but for improving the performance of the whole team.
|
21 |
 |
To be an effective manager means encouraging and inspiring all of your directs to higher performance even when they say they don’t want to…
|
22 |
 |
However you manage, your techniques, behavior, and philosophy must be both teachable to others and sustainable.
|
26 |
