 |
With both of these ideas – social obligation and implied secrecy – friendships run afoul of a manager’s professional obligations.
|
87 |
 |
You Cannot Be Friends with Your Directs.
|
84 |
 |
Micromanagement is by definition unreasonable.
|
60 |
 |
Never tolerate from your directs what you would not do to your boss.
|
59 |
 |
…managers have to be sure to do what they say they’re going to do.
|
52 |
 |
Build an organization of effective managers under you. This is how organizations stay healthy and effective as they grow.
|
50 |
 |
The more you know about all of your directs… the more they will trust you, and the better you will be at getting the most out of each one of them.
|
49 |
 |
…like it or not, your relationship with your directs is a force multiplier.
|
49 |
 |
The newer managers have to be better because, as organizations grow, growth becomes more difficult…
|
30 |
 |
To sustain organizational growth, new managers must be created, and the way to create new managers is to teach them before they move into the role.
|
30 |
