|
|
Radical Candor:
Don’t forget to establish your credibility or to help the deciders on your team to establish theirs when it’s time for them to persuade others to execute on a decision.
|
104 |
|
|
Radical Candor:
…you need to learn to toggle between leading and executing personally.
|
106 |
|
|
Radical Candor:
…too much emphasis on shareholder value actually destroys value, as well as morale.
|
113 |
|
|
Radical Candor:
The essence of leadership is not getting overwhelmed by circumstances.
|
114 |
|
|
Radical Candor:
It’s even more important to focus on making time for whatever keeps you centered when you are stressed and busy than when things are relatively calm.
|
115 |
|
|
Radical Candor:
You can’t give a damn about others if you don’t take care of yourself.
|
115 |
|
|
Radical Candor:
Don’t blow off those meetings with yourself or let others schedule over them any more than you would a meeting with your boss.
|
116 |
|
|
Radical Candor:
You can guide your team to get results if you’ve built a trusting relationship with each person reporting to you, and there can only be real trust when people feel free at work.
|
116 |
|
|
Radical Candor:
…when everyone on your team is able to bring the best of what they’ve got mentally, emotionally, and physically to their work, they are more fulfilled in their jobs, they work better with one another, and the team gets better results.
|
116 |
|
|
Radical Candor:
If you can build a trusting relationship with people so that they feel free at work, then they’re much more likely to do the best work of their lives.
|
116 |
