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The Making of a Manager:
To make the most of having a blank slate, give everyone the benefit of the doubt, no matter what you’re told.
|
048 |
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The Making of a Manager:
One of the biggest mistakes new bosses make is thinking they need to jump in and exert their opinions right away to show that they are capable.
|
049 |
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The Making of a Manager:
You will be far more successful aspiring to be the leader you want to be and playing to your strengths than trying to live up to some other ideal.
|
052 |
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The Making of a Manager:
Change is a prerequisite for improvement, to give yourself permission to move on from the past.
|
052 |
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The Making of a Manager:
…if your reports don’t tell you how they’re really feeling, you can’t help them. You may miss warning signs that lead to bigger problems down the road.
|
060 |
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The Making of a Manager:
A hallmark of a trusting relationship is that people feel they can share their mistakes, challenges, and fears with you.
|
061 |
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The Making of a Manager:
It isn’t easy to discuss mistakes, confront tensions, or talk about deep fears or secret hopes, but no strong relationship can be built on superficial pleasantries alone.
|
061 |
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The Making of a Manager:
It takes repeated good experiences to build up to a level of trust where you can be vulnerable and compassionately critical with each other.
|
062 |
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The Making of a Manager:
One of the truest indicators of the strength of your relationships is whether your reports would want you as their manager in the future if they were given a choice.
|
062 |
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The Making of a Manager:
If you don’t truly respect or care about your report, there is no faking it.
|
064 |
