 |
Change is a prerequisite for improvement, to give yourself permission to move on from the past.
|
052 |
 |
One of the truest indicators of the strength of your relationships is whether your reports would want you as their manager in the future if they were given a choice.
|
062 |
 |
Your job as a manager isn’t to dole out advice or ‘save the day’ – it’s to empower your report to find the answer herself.
|
067 |
 |
…protecting low performers only increases the damage when, inevitably, a manager is forced to let them go.
|
078 |
 |
The mark of a great coach is that others improve under your guidance.
|
093 |
 |
Don’t engage when you are upset. We regret the things we say in anger, and while bridges take months or years to build, they can be burned in an instant.
|
100 |
 |
…great management typically comes from playing to your strengths rather than from fixing your weaknesses.
|
112 |
 |
…if there is a secret sauce to self-improvement, it’s to ask for feedback from other people all the time.
|
131 |
 |
When you invest in your personal learning and growth, you’re not just investing in your own future, but also the future of your team. The better you are, the more you’re able to support others.
|
138 |
 |
As a manager, one of the smartest ways to multiply your team’s impact is to hire the best people and empower them to do more and more until you stretch the limits of their capabilities.
|
179 |
