| 15820 Quotes Found |
The Enthusiastic Employee, Page 323
…feedback needs to proceed from a manager’s intentions to help and guide his employees. The goal should be learning, not venting, shaming, or lambasting.
Pour Your Heart Into It, Page 323
The head of a company can’t, and shouldn’t, always be the cheerleader.
Lean Thinking, Page 323
Most managers accept the intellectual proposition that improvement is never finished.
Pour Your Heart Into It, Page 323
When the chips are down… People want guidance, not rhetoric. They need to know what the plan of action is, and how it will be implemented.
Management, Page 323
The outside, the area of results, is much less accessible than the inside. The central problem of the executive in the large organization is insulation from the outside.
High Performance Habits, Page 323
Superiority, dissatisfaction, and neglect are your enemies. Let them invade your life, and you lose.
The Enthusiastic Employee, Page 324
It is easier for employees to accept the need for improvement… when they believe that management basically likes what they do and is helping them do it even better.
The Enthusiastic Employee, Page 324
Being specific in your praise diminishes the feeling that the praise is given for effect (a sort of public-relations gesture)…
Pour Your Heart Into It, Page 324
…if you level with your employees in bad times, they will trust you more when you say things are going well.
Management, Page 324
The measurable results are things that happened, they are in the past. There are no facts about the future.