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The Making of a Manager:
Good design at its core is about understanding people and their needs in order to create the best possible tools for them.
|
008 |
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The Making of a Manager:
Running a team is hard because it ultimately boils down to people, and all of us are multifaceted and complex beings.
|
010 |
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The Making of a Manager:
This is at the crux of management: It is the belief that a team of people can achieve more than a single person going it alone.
|
018 |
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The Making of a Manager:
Your job, as a manager, is to get better outcomes from a group of people working together.
|
019 |
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The Making of a Manager:
The first part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it.
|
022 |
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The Making of a Manager:
Purpose, people, process. The why, the who, and the how. A great manager constantly asks herself how she can influence these levers to improve her team’s outcomes.
|
024 |
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The Making of a Manager:
…the best outcomes come from inspiring people to action, not telling them what to do.
|
033 |
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The Making of a Manager:
You can be someone’s manager, but if that person does not trust or respect you, you will have limited ability to influence him.
|
035 |
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The Making of a Manager:
As a pioneer, you continually find yourself alone in new, unfamiliar terrain. But that doesn’t mean you can’t seek out help.
|
046 |
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The Making of a Manager:
The biggest advantage of being new is that you have a window of time, usually about three months, when everyone recognizes that you’re the new kid on the block.
|
047 |
