 |
You need feedback to scour the past and identify room for improvement. But you can’t change the past. To change you need to be sharing ideas for the future.
|
176 |
 |
Successful people have a glaring tendency to overcommit.
|
185 |
 |
When people commit to getting better, they are doing something difficult and heroic.
|
186 |
 |
If you can measure it, you can achieve it.
|
193 |
 |
Everything is measurable if we’re clever enough to see that it needs measuring – and can devise a way to track it.
|
195 |
 |
Once you see the beauty of measuring the soft values in your life, other variables kick in, such as the fact that setting numerical targets makes you more likely to achieve them.
|
195 |
 |
You can monetize the punishment and end the problem. Or you can monetize the result and create a solution. Either way, it works.
|
197 |
 |
If you manage your people the as you’d want to be managed, you’re forgetting one thing: You’re not managing you.
|
209 |
 |
…smart managers need to shed the overconfident bias that they know as much as their employees know in specific areas.
|
215 |
 |
…no manager should be taken aback by employees who are looking out for themselves. You certainly shouldn’t resent them for it, or brand them as selfish.
|
215 |
