|
|
Unreasonable Hospitality:
Sitting down with people shows them you care about what they think and how they feel and makes it that much easier for them to trust that you have their interests in mind.
|
064 |
|
|
Unreasonable Hospitality:
A leader’s responsibility is to identify the strengths of the people on their team, no matter how buried those strengths might be.
|
066 |
|
|
Unreasonable Hospitality:
Every manager lives with the fantasy that their team can read their mind. But in reality, you have to make your expectations clear.
|
069 |
|
|
Unreasonable Hospitality:
Whether criticism or praise, it’s a leader’s job to give their team feedback all the time.
|
070 |
|
|
Unreasonable Hospitality:
…every person on the team should be hearing more about what they did well than what they could do better, or they’re going to feel deflated and unmotivated.
|
070 |
|
|
Unreasonable Hospitality:
…if you can’t find more compliments to deliver than criticism, that’s a failure in leadership…
|
070 |
|
|
Unreasonable Hospitality:
Consistency is one of the most important and underrated aspects of being a leader.
|
070 |
|
|
Unreasonable Hospitality:
…every once in a while, you’re going to mess up. When you do, apologize.
|
070 |
|
|
Unreasonable Hospitality:
…the way you do one thing is the way you do everything.
|
072 |
|
|
Unreasonable Hospitality:
Ultimately, this is one of a manager’s biggest responsibilities: to make sure people who are trying and working hard have what they need to succeed.
|
075 |
