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While experience, brainpower and willpower all affect performance significantly, only the presence of the right talents… can account for the range of performance.
|
76 |
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In the minds of great managers, every role performed at excellence deserves respect. Every role has its own nobility.
|
104 |
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The most efficient way to turn someone’s talent into performance is to help him find his own path of least resistance toward the desired outcomes.
|
117 |
 |
…spend the most time with your top performers. Pay attention to them. Be fair to the right people.
|
172 |
 |
It is counterintuitive, but top performers… have the most potential for growth.
|
177 |
 |
…if, after pulling out all the stops to manage around his nontalents, an employee still underperforms, the most likely explanation is that his talents do not match his role.
|
230 |
 |
…the tough love mindset enables a great manager to keep two contradictory thoughts in mind at the same time – the need to maintain high performance standards and the need to care – and still function effectively.
|
231 |
 |
Great managers dislike the complexity of most company-sponsored performance appraisal schemes.
|
247 |
 |
These four characteristics – simplicity, frequent interaction, focus on the future and self-tracking – are the foundation for a successful performance management routine.
|
249 |
 |
Culture has a direct, measurable impact on performance.
|
32 |
