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These four characteristics – simplicity, frequent interaction, focus on the future and self-tracking – are the foundation for a successful performance management routine.
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249 |
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Great managers dislike the complexity of most company-sponsored performance appraisal schemes.
|
247 |
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…the tough love mindset enables a great manager to keep two contradictory thoughts in mind at the same time – the need to maintain high performance standards and the need to care – and still function effectively.
|
231 |
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…if, after pulling out all the stops to manage around his nontalents, an employee still underperforms, the most likely explanation is that his talents do not match his role.
|
230 |
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…a great manager must get to know his employees.
|
223 |
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…great managers [make] a point of giving their feedback in private, one on one.
|
222 |
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The best managers… can level the playing field. They can be the ones to hold up the mirror. And they can create a safety net.
|
219 |
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…the broad range in pay encourages the person to refine his talents and so become world-class. Great managers advise us to apply the same logic to all roles.
|
208 |
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…in most cases, no matter what it is, if you measure it and reward it, people will try to excel at it.
|
206 |
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…anywhere individual excellence is revered, you will find… graded levels of achievement.
|
205 |
