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Great managers envision a company where there are multiple routes toward respect and prestige…
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203 |
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Regardless of what employees want, the manager’s responsibility is to steer employees toward roles where they have the greatest chance of success.
|
195 |
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At its simplest, a manager’s job is to encourage people to do more of certain productive behaviors and less of other, unproductive behaviors.
|
170 |
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The best managers reject the Golden Rule. Instead, they say, treat each person as he would like to be treated, bearing in mind who he is.
|
166 |
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…so few individuals ever come to know their true talent and so many managers fail to notice the clues.
|
163 |
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Casting for talent is one of the unwritten secrets to the success of great managers.
|
162 |
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…great managers are aggressive in trying to identify each person’s talents and to help her cultivate those talents.
|
160 |
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By telling you that you can transform nontalents into talents, these less effective managers are not only setting you up to fail, they are intrinsically blaming you for your inevitable failure.
|
160 |
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One of the signs of a great manager is the ability to describe, in detail, the unique talents of each of his or her people.
|
154 |
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Focus on each person’s strengths, and manage around his weaknesses. Don’t try to fix the weaknesses.
|
153 |
