|
|
The Making of a Manager:
You can’t create great outcomes without consistently attracting talented people and ensuring that they can also hire well.
|
181 |
|
|
The Making of a Manager:
Jobs may be short, but careers are long.
|
184 |
|
|
The Making of a Manager:
Having a great bench is one of the strongest signs of stellar leadership because it means the team you’ve built can steer the ship and thrive, even if you are not at the helm.
|
185 |
|
|
The Making of a Manager:
The origin story of every great company reveals a common theme: The path to success is never a straight line.
|
191 |
|
|
The Making of a Manager:
An inspiring vision is bold. It doesn’t hedge. You know instantly whether you’ve hit it or not because it’s measurable.
|
193 |
|
|
The Making of a Manager:
The plan that is smartest for your team is the one that acknowledges your relative strengths and weaknesses.
|
196 |
|
|
The Making of a Manager:
When ownership isn’t clear, things slip through the cracks.
|
199 |
|
|
The Making of a Manager:
The best plans don’t matter if you can’t achieve them accurately or quickly enough to make a difference.
|
202 |
|
|
The Making of a Manager:
Executing well means that you pick a reasonable direction, move quickly to learn what works and what doesn’t, and make adjustments to get to your desired outcome.
|
203 |
|
|
The Making of a Manager:
If everyone understands the dream, then the team’s actions will be aligned in making it a reality.
|
210 |
