 |
…many companies… have forgotten that the customer is the ultimate judge of value.
|
143 |
 |
Unrestrained empowerment can be a value killer.
|
131 |
 |
…defining the right outcomes to measure culture can be quite a challenge. But it is worth the effort.
|
128 |
 |
As a manager, you might think that you have more control, but you don’t. You actually have less control than the people who report to you.
|
115 |
 |
Selecting for talent is the manager’s first and most important responsibility. If he fails to find people with the talents he needs, then everything else he does to help them grow will be wasted…
|
111 |
 |
In the minds of great managers, every role performed at excellence deserves respect. Every role has its own nobility.
|
104 |
 |
As a manager, your job is not to teach people talent. Your job is to help them earn the accolade ‘talented’ by matching their talent to their role.
|
101 |
 |
A manager can never breathe motivational life into someone else.
|
97 |
 |
Great managers… define a talent as a ‘recurring pattern of thought, feeling or behavior that can be productively applied.’
|
73 |
 |
Great managers are not miniexecutives waiting for leadership to be thrust upon them. Great leaders are not simply managers who have developed sophistication. The core activities of a manager and a leader are simply different.
|
63 |
