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First, Break All The Rules:
Great managers envision a company where there are multiple routes toward respect and prestige…
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203 |
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First, Break All The Rules:
…anywhere individual excellence is revered, you will find… graded levels of achievement.
|
205 |
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First, Break All The Rules:
…in most cases, no matter what it is, if you measure it and reward it, people will try to excel at it.
|
206 |
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First, Break All The Rules:
…the broad range in pay encourages the person to refine his talents and so become world-class. Great managers advise us to apply the same logic to all roles.
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208 |
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First, Break All The Rules:
The energy for a healthy career is generated from discovering the talents that are already there, not from filling oneself up with marketable experiences.
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214 |
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First, Break All The Rules:
You cannot put in what was left out, you can only draw out what was left in.
|
219 |
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First, Break All The Rules:
The best managers… can level the playing field. They can be the ones to hold up the mirror. And they can create a safety net.
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219 |
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First, Break All The Rules:
…great managers [make] a point of giving their feedback in private, one on one.
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222 |
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First, Break All The Rules:
…a great manager must get to know his employees.
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223 |
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First, Break All The Rules:
…if, after pulling out all the stops to manage around his nontalents, an employee still underperforms, the most likely explanation is that his talents do not match his role.
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230 |
