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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 |
 |
…defining the right outcomes to measure culture can be quite a challenge. But it is worth the effort.
|
128 |
 |
Unrestrained empowerment can be a value killer.
|
131 |
 |
…many companies… have forgotten that the customer is the ultimate judge of value.
|
143 |
 |
Focus on each person’s strengths, and manage around his weaknesses. Don’t try to fix the weaknesses.
|
153 |
 |
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 |
 |
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 |
 |
…great managers are aggressive in trying to identify each person’s talents and to help her cultivate those talents.
|
160 |
 |
Casting for talent is one of the unwritten secrets to the success of great managers.
|
162 |
 |
…so few individuals ever come to know their true talent and so many managers fail to notice the clues.
|
163 |
