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Leading the Unleadable:
…projects that start poorly and don’t recover fast enough will face the extra problem of attrition of top talent.
|
159 |
|
|
Leading the Unleadable:
I expect the leader responsible for any project to ensure that the project is starting from a foundation for greatness.
|
160 |
|
|
Leading the Unleadable:
Time the start [of a project] to enable momentum to build quickly.
|
162 |
|
|
Leading the Unleadable:
Accept in your mind that no is a powerful, useful, and actually positive word.
|
162 |
|
|
Leading the Unleadable:
The lack of ability to say ‘no’ is what drives many projects to start so poorly.
|
167 |
|
|
Leading the Unleadable:
…even if your project started well, it is likely there will come a point when the team’s plan and also the team itself may begin to deteriorate and even fail.
|
168 |
|
|
Leading the Unleadable:
If you watch team sports on television you know that calling a timeout is one of a coach’s most strategic methods. Use it!
|
169 |
|
|
Leading the Unleadable:
People need the space and capacity to make their own decisions, to make their own mistakes, and to complete excellent work, with a sense of great personal satisfaction…
|
182 |
|
|
Leading the Unleadable:
…within that diversity of ways to lead, exceptional leaders know that different circumstances call for different styles of leadership. The key is to make your expectations of leadership known.
|
183 |
|
|
Leading the Unleadable:
What truly motivates people is not money.
|
184 |
