 |
If you’re a manager, your key to long-term success is to master the art of delegation.
|
166 |
 |
All the classes in the world, all the books, all the mentors – none of that matters if the behavior doesn’t change.
|
158 |
 |
…the best way to help people improve is by creating short-term tasks.
|
156 |
 |
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 |
 |
We have to define what the measure of success is for the behavior we’re expecting to change.
|
150 |
 |
…we’re obligated as managers to get the most out of our directs as we can.
|
147 |
 |
Great managers will tell you that they give out far more positive than negative performance communications.
|
144 |
 |
Tell your directs that negative feedback isn’t about punishment; it’s about doing things better. It is about the future.
|
143 |
 |
…if we promise sanctions, we must deliver them when and how we say they are going to be delivered, if behavior change is not forthcoming.
|
139 |
 |
We can tolerate directs who make mistakes. We cannot tolerate directs who repeatedly make commitments they don’t keep.
|
137 |
