|
|
It’s the Manager:
…companies make false promises to employees – pledging change through intensive communication campaigns but providing little actual follow-through.
|
112 |
|
|
It’s the Manager:
Strategic alignment is when managers and employees can see a seamless connection between what they are asked to do and what the organization stands for and is trying to get done.
|
114 |
|
|
It’s the Manager:
The best organizations have leaders who encourage teams to solve problems at the local level rather than using top-down commands.
|
115 |
|
|
It’s the Manager:
While it’s crucial for the managers of the future to know and develop the individual strengths of their employees, it’s also essential that they know and develop their own strengths.
|
121 |
|
|
It’s the Manager:
The key to attracting female employees to your organization is making your workplace culture flexible enough to accommodate family and life obligations – while giving equitable credit and pay for performance and achievement.
|
143 |
|
|
It’s the Manager:
…you need great managers who can inspire engagement and productivity while maintaining clear expectations, ongoing coaching and accountability for all employees.
|
156 |
|
|
It’s the Manager:
Great team leaders set clear goals and expectations and allow workers flexibility for how to reach those goals. This gives employees the chance to try out new ways of doing things to use their strengths.
|
159 |
|
|
It’s the Manager:
Organizations that aren’t agile and that don’t have the capacity to adapt quickly will be overcome by their competitors – or put out of business.
|
160 |
|
|
It’s the Manager:
The most important jobs of the future will require social skills, and human interactions will remain the most powerful way to build relationships with customers.
|
170 |
|
|
It’s the Manager:
You’ll find the most powerful energy that you can push through your company at the intersection of employees and customers – not either one alone; the energy is in the intersection.
|
185 |
