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As a manager, your job is not to teach people talent. Your job is to help them earn the accolade ‘talented’ by matching their talent to their role.
|
101 |
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Try to identify one critical talent in each of the three talent categories – striving, thinking, and relating. Use these three talents as your foundation.
|
108 |
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Selecting for talent is the manager’s first and most important responsibility. If he fails to find people with the talents he needs, then everything else he does to help them grow will be wasted…
|
111 |
 |
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 |
 |
You can’t rewire people’s brains… all you can do is try to find roles within the new strategy that play to your employees’ talents.
|
147 |
 |
…do everything you can to help each person cultivate his talents. Help each person become more of who he already is.
|
153 |
 |
One of the signs of a great manager is the ability to describe, in detail, the unique talents of each of his or her people.
|
154 |
 |
By telling you that you can transform nontalents into talents, these less effective managers are not only setting you up to fail, they are intrinsically blaming you for your inevitable failure.
|
160 |
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…great managers are aggressive in trying to identify each person’s talents and to help her cultivate those talents.
|
160 |
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Casting for talent is one of the unwritten secrets to the success of great managers.
|
162 |
