 |
…the binding and distinctive element of teams that outperform others is the amount of trust that they build and engender among their members.
|
15 |
 |
If you want high performance, you’re going to have to talk about it with your directs. It matters more than anything else, other than your relationship with them.
|
20 |
 |
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 |
 |
The lack of frequent performance communications increases directs’ defensiveness…
|
108 |
 |
The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.
|
108 |
 |
Great managers will tell you that they give out far more positive than negative performance communications.
|
144 |
 |
An organization that can sustain a high sense of urgency over time has the potential to become a high-performance machine, where results go from good to great and beyond.
|
169 |
 |
…with success comes a major problem: keeping up the sense of urgency needed to accomplish a bigger goal or to sustain a high level of performance over time.
|
175 |
 |
The manager role is to reach inside each employee and release his unique talents into performance.
|
57 |
