 |
It’s unlikely that many of your directs… will automatically feel comfortable talking to you about anything at all.
|
13 |
 |
Your directs don’t see you as a nice person. I’m not saying that you’re not a nice person… But that’s not how your directs see you. They see you as their boss.
|
13 |
 |
Even if you’re the nicest person… to them, you’re still the boss, and the power of your role distorts the relationship.
|
13 |
 |
Our role power as managers affects every interaction we have with our team members.
|
14 |
 |
It takes even more trust building in a manager-subordinate relationship than it does with friends.
|
14 |
 |
Generally, the more a team trusts its manager, the better the results will be, and the better the retention as well.
|
14 |
 |
…you and your directs really aren’t, and can probably ever be, a true team.
|
15 |
 |
Just about the only place where feedback isn’t given, isn’t used, isn’t taken for granted is between managers and their directs.
|
19 |
 |
Everyone has his or her own point of diminishing returns.
|
21 |
 |
As managers, we’re responsible not just for the status quo, but for improving the performance of the whole team.
|
21 |
