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First, Break All The Rules:
You can’t rewire people’s brains… all you can do is try to find roles within the new strategy that play to your employees’ talents.
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147 |
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First, Break All The Rules:
Identify a person’s strengths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.
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147 |
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First, Break All The Rules:
Focus on each person’s strengths, and manage around his weaknesses. Don’t try to fix the weaknesses.
|
153 |
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First, Break All The Rules:
…do everything you can to help each person cultivate his talents. Help each person become more of who he already is.
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153 |
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First, Break All The Rules:
Each person is different. Each person has a unique set of talents – a unique pattern of behaviors, passions and yearnings.
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153 |
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First, Break All The Rules:
One of the signs of a great manager is the ability to describe, in detail, the unique talents of each of his or her people.
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154 |
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First, Break All The Rules:
No matter how well-intentioned, relationships preoccupied with weakness never end well.
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159 |
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First, Break All The Rules:
By telling you that you can transform nontalents into talents, these less effective managers are not only setting you up to fail, they are intrinsically blaming you for your inevitable failure.
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160 |
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First, Break All The Rules:
…great managers are aggressive in trying to identify each person’s talents and to help her cultivate those talents.
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160 |
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First, Break All The Rules:
Casting for talent is one of the unwritten secrets to the success of great managers.
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162 |
