 |
If we want to transform people’s performance we need to master the skill of acknowledgment.
|
62 |
 |
…we will be better at improving performance if we accentuate the positive and let people handle the negative on their own.
|
63 |
 |
Exploring alternative ways to take action after having an insight, instead of just going with first ideas, can be a big help in transforming performance.
|
162 |
 |
…the final step to transforming performance is following up with people to help them recognize and therefore further embed the habits they are developing.
|
182 |
 |
Without positive feedback, we literally don’t know how we are doing and can’t perform to our best.
|
204 |
 |
When it comes to dealing with underperformance, if our commitment is to people’s learning, the more emotional charge there might be, the more essential it is to use a self-directed approach.
|
214 |
 |
When people underperform, venting your emotions as a leader is unlikely to do anything to improve their performance.
|
215 |
 |
…Harvard shows that when leaders are inclusive, humble, and encourage their staff to speak up or ask for help, it leads to better learning and performance outcomes.
|
57 |
 |
Give back to the people you love, set boundaries, and remember that relationships are never perfect.
|
272 |
 |
The four critical behaviors… are the following: 1) Get to know your people, 2) Communicate about performance, 3) Ask for more, 4) Push work down.
|
7 |
