|
|
Management:
…do not try to change yourself; it is unlikely to be successful. But work, and hard, to improve the way you perform. And try not to do work of any kind in a way in which you do not perform or perform poorly.
|
488 |
|
|
Management:
Organizations have to have values. But so do people. To be effective in an organization, one’s own values must be compatible with the organization’s values. They do not need to be the same. But they must be close enough so they can coexist.
|
490 |
|
|
Management:
…most people, and especially highly gifted people, do not really know where they belong till they are well past their mid-twenties.
|
491 |
|
|
Management:
…knowing where one belongs makes ordinary people – hardworking, competent, but mediocre otherwise – into outstanding performers.
|
491 |
|
|
Management:
Results should be hard to achieve. They should require ‘stretching’… But they should be within reach.
|
492 |
|
|
Management:
The first secret of effectiveness is to understand the people with whom one works and on whom one depends, and to make use of their strengths, their ways of working, and their values.
|
494 |
|
|
Management:
It is simply the duty of the subordinate to enable the boss to do his or her work.
|
494 |
|
|
Management:
Organizations are no longer built on force. They are increasingly built on trust. Trust does not mean that people like one another. It means that people can trust one another.
|
496 |
|
|
Management:
A boss is anyone who has the power and anyone who is likely – let alone certain – to be listened to when he or she has an opinion about you, your performance, your work, your competence and qualifications.
|
500 |
|
|
Management:
The first person on whom your performance depends is the boss, and the boss is thus the first person for whose performance you have to take responsibility.
|
500 |
