 |
Every interaction with a customer is an opportunity to gather crucial information about your product, possibly saving you time and money, improving your chance of building a better product to suit their needs.
|
179 |
 |
Metrics and measures are a tricky business. Be careful what you measure, you might get exactly that (and nothing else).
|
226 |
 |
Encouraging learning on a team does as much for the people as it does for the outputs and outcomes.
|
298 |
 |
If you need MBO [management by objectives] to get people to do their job, you may have the wrong people, the wrong managers, or both.
|
007 |
 |
…in most fields, incrementalism is merely a lack of audacity and boldness.
|
048 |
 |
While there is nothing wrong with good intentions, we need to align the culture with the mission.
|
074 |
 |
…expecting everyone to stay in their silos enforces rigid power structures and encourages leaders to hoard power within their fiefdoms.
|
084 |
 |
Trust never just happens – it needs to be earned and developed. Everyone has to aim for it and work on it constantly.
|
086 |
 |
As professional people, we are products. So try to product-manage yourself. Develop your product through education, training, and experience.
|
159 |
 |
…good managers know it’s impressive when people are confident enough to be candid. Self-awareness is compelling.
|
162 |
