 |
As managers, we’re bound to this illusion. It’s time to let go and really see what our employees can do.
|
155 |
 |
…contrary to how they are seen in business culture, managers and directors are people too.
|
171 |
 |
..once [managers] start to figure out how to go from parent to mentor, from boss to leader, they emerge with a richer relationship with their people.
|
171 |
 |
You owe [your employer] your work; you do not owe them your time. You do not owe them your life.
|
178 |
 |
The relentless urgency that characterizes most corporate cultures undermines creativity, quality, engagement, thoughtful deliberation, and, ultimately, performance.
|
003 |
 |
No matter how much value we produce today – whether it’s measured in dollars or sales or goods or widgets – it’s never enough.
|
003 |
 |
More than a hundred studies have demonstrated some correlation between employee engagement and business performance.
|
004 |
 |
Unlike computers, human beings have the potential to grow and develop, to increase our depth, complexity and capacity over time. To make that possible, we must manage ourselves far more skillfully than we do now.
|
005 |
 |
The ultimate measure of our effectiveness is the value we create. The ultimate measure of our satisfaction is the value we feel. The ultimate measure of our character is the values we embody.
|
009 |
 |
Most organizations enable our dysfunctional behaviors and even encourage them through policies, practices, reward systems and cultural messages that serve to drain our energy and run down our value over time.
|
010 |
