 |
…the way in which people do their work matters… But somehow we don’t hold managers to this standard.
|
27 |
 |
The way an effective manager is visible to others and is teachable to others.
|
29 |
 |
To sustain organizational growth, new managers must be created, and the way to create new managers is to teach them before they move into the role.
|
30 |
 |
The newer managers have to be better because, as organizations grow, growth becomes more difficult…
|
30 |
 |
…like it or not, your relationship with your directs is a force multiplier.
|
49 |
 |
The more you know about all of your directs… the more they will trust you, and the better you will be at getting the most out of each one of them.
|
49 |
 |
Build an organization of effective managers under you. This is how organizations stay healthy and effective as they grow.
|
50 |
 |
…managers have to be sure to do what they say they’re going to do.
|
52 |
 |
Never tolerate from your directs what you would not do to your boss.
|
59 |
 |
Micromanagement is by definition unreasonable.
|
60 |
