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The way an effective manager is visible to others and is teachable to others.
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29 |
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…the way in which people do their work matters… But somehow we don’t hold managers to this standard.
|
27 |
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To be an effective manager means encouraging and inspiring all of your directs to higher performance even when they say they don’t want to…
|
22 |
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As managers, we’re responsible not just for the status quo, but for improving the performance of the whole team.
|
21 |
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Everyone has his or her own point of diminishing returns.
|
21 |
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Just about the only place where feedback isn’t given, isn’t used, isn’t taken for granted is between managers and their directs.
|
19 |
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…you and your directs really aren’t, and can probably ever be, a true team.
|
15 |
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Generally, the more a team trusts its manager, the better the results will be, and the better the retention as well.
|
14 |
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It takes even more trust building in a manager-subordinate relationship than it does with friends.
|
14 |
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Our role power as managers affects every interaction we have with our team members.
|
14 |
