 |
Purpose, people, process. The why, the who, and the how. A great manager constantly asks herself how she can influence these levers to improve her team’s outcomes.
|
024 |
 |
…the best outcomes come from inspiring people to action, not telling them what to do.
|
033 |
 |
…we are not separate people at work and at home – sometimes the personal blends into the professional, and that’s okay.
|
065 |
 |
Each of us ought to be working in an environment that we love with the people who share our passions.
|
076 |
 |
Feedback, at its best, transforms people in ways they’re proud of.
|
084 |
 |
Behavioral feedback helps people understand the reality of how others see them, which may be different than how they see themselves.
|
087 |
 |
…if there is a secret sauce to self-improvement, it’s to ask for feedback from other people all the time.
|
131 |
 |
Even when you don’t end up extending an offer, an amazing interview experience tells prospective hires that you care about the people who might be the future of your organization.
|
169 |
 |
As a manager, one of the smartest ways to multiply your team’s impact is to hire the best people and empower them to do more and more until you stretch the limits of their capabilities.
|
179 |
 |
When people don’t know you well and see that you’re in a position of authority, they’re less likely to tell you the ugly truth or challenge you when they think you’re wrong, even if you’d like them to.
|
220 |
