 |
Character is not something managers can acquire; if they do not bring it to the job, they will never have it.
|
287 |
 |
If you fail to accept [the] responsibility of making sure that the appointee understands his or her new job, do not blame the new person if he or she ultimately fails. Blame yourself, for you have failed to do your duty as a manager.
|
311 |
 |
Too many meetings is an indication that jobs have not been defined clearly, have not been structured big enough, have not been made truly responsible.
|
424 |
 |
It is time to give up thinking of jobs or career paths as we once did and to think in terms of taking on assignments and acquiring competencies one after the other.
|
523 |
 |
The key question is not how long people have done a job. It’s how well they can learn to do a job.
|
204 |
 |
…when it comes to finding out about new jobs – or, for that matter, new information, or new ideas – ‘weak ties’ are always more important than strong ties.
|
054 |
 |
…when there are a lot of people willing and able to do a job, that job generally doesn’t pay well.
|
103 |
 |
You have to do the best you can at the job you’re in; otherwise you won’t have the opportunities for advancement.
|
145 |
 |
If you want to more forward quickly in your career, seek out the people who can help you do a better job in the role you have and the people who can help you understand what your next steps might look like.
|
203 |
 |
…the better you do in the job you have, the more opportunities you’ll get to advance.
|
229 |
