 |
In unstable times, growth comes from leaders who create change and engage their organizations, instead of from managers who push their employees to do more for less.
|
041 |
 |
Heretics are engaged, passionate, and more powerful and happier than everyone else.
|
049 |
 |
The best time to change your business model is while you still have momentum.
|
094 |
 |
Improvements happen a bit at a time, not as grand-slam home rums that are easy to get.
|
131 |
 |
If your organization requires success before commitment, it will never have either.
|
132 |
 |
This is at the crux of management: It is the belief that a team of people can achieve more than a single person going it alone.
|
018 |
 |
Your job, as a manager, is to get better outcomes from a group of people working together.
|
019 |
 |
The first part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it.
|
022 |
 |
Purpose, people, process. The why, the who, and the how. A great manager constantly asks herself how she can influence these levers to improve her team’s outcomes.
|
024 |
 |
You can be someone’s manager, but if that person does not trust or respect you, you will have limited ability to influence him.
|
035 |
