 |
…a focus on outcomes, with regular feedback loops, builds learning into an everyday activity, as people reflect on how to best achieve the outcomes, for unique work in a rapidly changing environment.
|
293 |
 |
People can only prioritize so many things; improving ways of working needs to be articulated as a priority.
|
333 |
 |
As long as organizations and businesses continue to promote people based on technical skills and not people-management skills, then the odds of encountering ineffective management styles remains high.
|
005 |
 |
Because most organizations still promote people based on their technical skills and not their management aptitude, you are more likely to experience mediocre or difficult bosses than great bosses.
|
081 |
 |
…we can’t change other people; we can only try to meet them where they are and change the way we interact with them.
|
083 |
 |
People who are insecure in their own abilities often attempt to counteract those feelings by becoming overcontrolling.
|
087 |
 |
Easily bored people often seek new and different approaches and projects as a way to keep themselves energized and engaged.
|
115 |
 |
Organizations are notorious for promoting people for all the wrong reasons… for technical skills instead of managerial skills.
|
153 |
 |
A manager’s job requires a different skill set that that of a technical contributor. A manager’s job is to manage the people, process, and resources.
|
153 |
 |
Competent people focus on and get results. Incompetents don’t.
|
154 |
