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…exceptional managers know that with great aspirations can come great difficulties.
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Bright-light projects bring lots of pressure… However, much of it is self-imposed. This pressure leads to bad decisions and late surprises.
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15 |
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As managers, as leaders, we must never waiver in our obligation to the mission we are engaged in and the group we are leading.
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214 |
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Truly great ideas for improvement come when you have successfully emptied your mind from worries and distractions and enabled your mind to be open to new ideas that are hidden within you.
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209 |
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…when you decide to get better at something, think about what things you will try.
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207 |
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The exceptional leader knows that he has the ability to improve.
|
206 |
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Improving your skill at ‘how’ to improve is the most powerful of all skills to master.
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206 |
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…the exceptional leader is like organized lightning, with both a calming presence and the intensity that raises the whole energy of the situations they engage.
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202 |
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You want to be able to see trouble coming and be able to deal with it before it is obvious.
|
189 |
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…if I ask a leader to deliver a project with a key set of attributes by a specific date and that leader doesn’t challenge me, that leader has made a commitment.
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185 |
