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The Hard Thing About Hard Things:
Without a well thought out, disciplined process for titles and promotions, your employees will become obsessed with the resulting inequities.
|
164 |
|
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The Hard Thing About Hard Things:
Being effective in a company also means working hard, being reliable, and being an excellent member of the team.
|
165 |
|
|
The Hard Thing About Hard Things:
A company is a team effort and, no matter how high an employee’s potential, you cannot get value from him unless he does his work in a manner in which he can be relied upon.
|
167 |
|
|
The Hard Thing About Hard Things:
Hiring someone who has already done what you are trying to do can radically speed up your time to success.
|
171 |
|
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The Hard Thing About Hard Things:
…set a high bar for performance. If you want to have a world-class company, you must make sure that the people on your staff – be they young or old, are world-class.
|
173 |
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The Hard Thing About Hard Things:
…if you want to make something from nothing, you have to take risks and you have to win your race against time. This means acquiring the very best talent, knowledge, and experience even if it requires dealing with some serious age diversity.
|
175 |
|
|
The Hard Thing About Hard Things:
The key to a good one-on-one meeting is the understanding that it is the employee’s meeting rather than the manager’s meeting.
|
176 |
|
|
The Hard Thing About Hard Things:
Perhaps the CEO’s most important operational responsibility is designing and implementing the communication architecture for her company.
|
176 |
|
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The Hard Thing About Hard Things:
Absent a well-designed communication architecture, information and ideas will stagnate, and your company will degenerate into a bad place to work.
|
176 |
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The Hard Thing About Hard Things:
During the [one-on-one] meeting, since it’s the employee’s meeting, the manager should do 10 percent of the talking and 90 percent of the listening.
|
177 |
