 |
Even if you’re the nicest person… to them, you’re still the boss, and the power of your role distorts the relationship.
|
13 |
 |
Your directs don’t see you as a nice person. I’m not saying that you’re not a nice person… But that’s not how your directs see you. They see you as their boss.
|
13 |
 |
It’s unlikely that many of your directs… will automatically feel comfortable talking to you about anything at all.
|
13 |
 |
If you’re smart and work hard, you can do okay, but you’re missing the biggest leverage of all: a trusting relationship with those whom you manage.
|
11 |
 |
…a manager who knows his or her team members one standard deviation better than the average manager produces results that are two standard deviations better than the average manager’s results.
|
8 |
 |
The four critical behaviors… are the following: 1) Get to know your people, 2) Communicate about performance, 3) Ask for more, 4) Push work down.
|
7 |
 |
The definition of an effective manager is one who gets results and keeps her people.
|
4 |
 |
Effectively managed modern organizations now measure retention in addition to results when they are evaluating a manager.
|
4 |
 |
When the ends justify the means for managers, bad things happen to the workers who report to them.
|
3 |
 |
…results come first. Managers who produce great results have more successful careers than those who produce average results.
|
3 |
