 |
If you’re like most managers, you’ve learned that if you assign additional work, and give it a long deadline, it’s unlikely to get done.
|
156 |
 |
…the best way to help people improve is by creating short-term tasks.
|
156 |
 |
All the classes in the world, all the books, all the mentors – none of that matters if the behavior doesn’t change.
|
158 |
 |
If you’re a manager, your key to long-term success is to master the art of delegation.
|
166 |
 |
…a direct who has already agreed… is much more likely to listen to the details with an attitude of ownership and trying to solve the problem.
|
175 |
 |
Never ask a question whose answer you don’t intend to honor.
|
180 |
 |
Organizations that do survive have to succeed in pleasing some combination of investors, clients, or the world at large.
|
64 |
 |
Because true urgency has this strong element of now, it can be easy to forget the time frame into which large changes and achievements fit.
|
117 |
 |
…the goals need to be high enough that they cannot possibly be accomplished through business as usual.
|
134 |
 |
…with success comes a major problem: keeping up the sense of urgency needed to accomplish a bigger goal or to sustain a high level of performance over time.
|
175 |
