 |
…shielding people is painful but often effective. Bosses who take the heat for their people build loyalty; when you take the heat for someone’s errors, they definitely owe you.
|
177 |
 |
The best bosses know it is better to give people explanations they dislike than no explanation at all.
|
186 |
 |
…even when bosses can’t stop bad things from happening to people, less damage results when they carefully explain what will happen and why.
|
188 |
 |
If you, as the boss, believe that you are doing splendid dirty work, stop patting yourself on the back and figure out if you are deluding yourself. Just because you see yourself as fair and humane, does not mean your people see it that way.
|
201 |
 |
As a boss, you can’t always know (let alone control) how other people react to you.
|
202 |
 |
No matter how necessary it may be, the people your actions hurt sometimes battle back – and may do so in mean-spirited, irrational, and humiliating ways.
|
207 |
 |
…the best bosses master the fine art of emotional detachment. They learn to forgive people who lash out at them, especially those hurt by their dirty work.
|
207 |
 |
If you are a boss with a history of treating followers with dignity and have built up a lot of ‘love points,’ your people will probably forgive you if you get nasty now and then…
|
227 |
 |
Beware when people are already in bad moods, heat magnifies crankiness and aggression.
|
230 |
 |
Successful people don’t do it alone. Where they come from matters. They’re products of particular places and environments.
|
119 |
