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First, Break All The Rules:
Human nature being what it is, people will always struggle to know themselves, and they will always sell themselves in a job interview.
|
105 |
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First, Break All The Rules:
Try to identify one critical talent in each of the three talent categories – striving, thinking, and relating. Use these three talents as your foundation.
|
108 |
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First, Break All The Rules:
You cannot infer excellence from studying failure and then inverting it. Why? Because excellence and failure are often surprisingly similar. Average is the anomaly.
|
109 |
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First, Break All The Rules:
Selecting for talent is the manager’s first and most important responsibility. If he fails to find people with the talents he needs, then everything else he does to help them grow will be wasted…
|
111 |
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First, Break All The Rules:
As a manager, you might think that you have more control, but you don’t. You actually have less control than the people who report to you.
|
115 |
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First, Break All The Rules:
Define the right outcomes and then let each person find his own route toward those outcomes.
|
116 |
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First, Break All The Rules:
The most efficient way to turn someone’s talent into performance is to help him find his own path of least resistance toward the desired outcomes.
|
117 |
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First, Break All The Rules:
Defining the right outcomes does expect a lot out of employees, but there is probably no better way to nurture self-awareness and self-reliance in your people.
|
117 |
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First, Break All The Rules:
Any attempt to impose the ‘one best way’ is doomed to fail.
|
122 |
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First, Break All The Rules:
Every time you make a rule, you take away a choice. And choice, with all of its illuminating repercussions, is the fuel for learning.
|
122 |
