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First, Break All The Rules:
It is counterintuitive, but top performers… have the most potential for growth.
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177 |
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First, Break All The Rules:
No one possesses all of the talents needed to excel in a particular role. Each of us is a couple of talent cards short of a full deck.
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184 |
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First, Break All The Rules:
…there are only three possible routes to helping someone succeed: Devise a support system. Find a complementary partner. Or find an alternative role.
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185 |
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First, Break All The Rules:
As with all focus-on-strengths strategies, devising a support system is more productive and more fun than trying to fix the weakness.
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186 |
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First, Break All The Rules:
You succeed by finding ways to capitalize on who you are, not by trying to fix what you aren’t.
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188 |
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First, Break All The Rules:
…conventional wisdom’s view of teamwork is dangerously misleading… excellent teams are built around individual excellence.
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190 |
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First, Break All The Rules:
Regardless of what employees want, the manager’s responsibility is to steer employees toward roles where they have the greatest chance of success.
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195 |
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First, Break All The Rules:
Help each person find a role that asks him to do more and more of what he is naturally wired to do.
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195 |
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First, Break All The Rules:
Most employees are promoted to their level of incompetence. It’s inevitable. It’s built into the system.
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198 |
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First, Break All The Rules:
…we now know that excellence in every role requires distinct talents and that these talents, unlike skills and knowledge, are extraordinarily difficult to train.
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201 |
