 |
To get the work done with people (and no other resource is available) therefore requires lots of time, thought, and judgment.
|
1022 |
 |
In a lean organization people have room to move without colliding with one another and can do their work without having to explain it all the time.
|
1179 |
 |
The executive who sets his sights on contribution raises the sights and standards of everyone with whom he works.
|
1397 |
 |
People in general, and knowledge workers in particular, grow according to the demands they make on themselves.
|
1587 |
 |
The people who get nothing done often work a great deal harder.
|
2115 |
 |
Expect to do work you don’t love in order to allow what you do to flourish. If you don’t the disappointment and frustration can kill your motivation.
|
059 |
 |
…if possible, build your expertise before you build your network, and build your network before you build your company.
|
109 |
 |
…the line between being great at the work yourself and being a great manager of the people doing that work is largely disconnected.
|
211 |
 |
…people management and IC [individual contributor] work are two fundamentally different things whose overlap is neither obvious nor consistent.
|
212 |
 |
…there’s something almost akin to a chemical reaction that occurs as people form personal bonds that go beyond their professional work.
|
229 |
