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To get things right, you must recognize that anything you measure automatically creates a set of employee behaviors.
|
133 |
 |
It is particularly important that managers have the right kind of ambition, because anything else will be exceptionally demotivating for their employees.
|
155 |
 |
The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting.
|
176 |
 |
During the [one-on-one] meeting, since it’s the employee’s meeting, the manager should do 10 percent of the talking and 90 percent of the listening.
|
177 |
 |
You want to optimize the organization for the people -for the people doing the work – not for the managers.
|
189 |
 |
Predicting whether an executive can scale corrupts your ability to manage, is unfair, and doesn’t work.
|
195 |
 |
No training as a manager, general manager, or in any other job actually prepares you to run a company.
|
202 |
 |
…the measure of the quality of a leader: the quantity, quality, and diversity of people who want to follow her.
|
219 |
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Truly great leaders create an environment where the employees feel that the CEO cares more about the employees than she cares about herself.
|
220 |
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Indeed, the enemy of competence is sometimes confidence. A CEO should never be so confident that she stops improving her skills.
|
223 |
