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|
The Making of a Manager:
When people don’t know you well and see that you’re in a position of authority, they’re less likely to tell you the ugly truth or challenge you when they think you’re wrong, even if you’d like them to.
|
220 |
|
|
The Making of a Manager:
One-on-ones aren’t for the manager’s benefit; they should be about what’s helpful for the other person.
|
227 |
|
|
The Making of a Manager:
People trump projects – a great team is a prerequisitive for great work.
|
228 |
|
|
The Making of a Manager:
A manager’s job is to be a positive multiplier for her team.
|
229 |
|
|
The Making of a Manager:
There is power in rituals. Beyond slogans or speeches, they create actions around which team members can bond.
|
250 |
