 |
…smart managers need to shed the overconfident bias that they know as much as their employees know in specific areas.
|
215 |
 |
If you manage your people the as you’d want to be managed, you’re forgetting one thing: You’re not managing you.
|
209 |
 |
You can monetize the punishment and end the problem. Or you can monetize the result and create a solution. Either way, it works.
|
197 |
 |
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 |
 |
Everything is measurable if we’re clever enough to see that it needs measuring – and can devise a way to track it.
|
195 |
 |
If you can measure it, you can achieve it.
|
193 |
 |
When people commit to getting better, they are doing something difficult and heroic.
|
186 |
 |
Successful people have a glaring tendency to overcommit.
|
185 |
 |
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 |
 |
People don’t get better without follow-up.
|
165 |
