 |
…if, after pulling out all the stops to manage around his nontalents, an employee still underperforms, the most likely explanation is that his talents do not match his role.
|
230 |
 |
…the tough love mindset enables a great manager to keep two contradictory thoughts in mind at the same time – the need to maintain high performance standards and the need to care – and still function effectively.
|
231 |
 |
Great managers dislike the complexity of most company-sponsored performance appraisal schemes.
|
247 |
 |
These four characteristics – simplicity, frequent interaction, focus on the future and self-tracking – are the foundation for a successful performance management routine.
|
249 |
 |
…your immediate manager is a very important partner. If you are cursed with a truly bad one, then you will never see the best of you. No matter how much you enjoy the job itself, get out, fast. You deserve better.
|
259 |
 |
Large-scale change does not happen well without a powerful guiding force. A fragmented management team cannot do the job, even if the individual members are strong people.
|
41 |
 |
Trust is often missing in senior management teams, although top managers are loath to admit this in public.
|
50 |
 |
You always have to be cautious that you don’t recklessly jump ahead. Trying to empower people who don’t feel much urgency doesn’t work.
|
58 |
 |
With a sense of urgency, an emotional commitment to others on the guiding team, and a deep belief in the vision, change leaders will make personal sacrifices.
|
94 |
 |
Evaluation and rewards can disempower when they are at odds with the direction of needed change.
|
108 |
