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The Effective Manager:
Even if you’re the nicest person… to them, you’re still the boss, and the power of your role distorts the relationship.
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13 |
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The Effective Manager:
It’s unlikely that many of your directs… will automatically feel comfortable talking to you about anything at all.
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13 |
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The Effective Manager:
Your directs don’t see you as a nice person. I’m not saying that you’re not a nice person… But that’s not how your directs see you. They see you as their boss.
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13 |
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The Effective Manager:
Our role power as managers affects every interaction we have with our team members.
|
14 |
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The Effective Manager:
It takes even more trust building in a manager-subordinate relationship than it does with friends.
|
14 |
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The Effective Manager:
Generally, the more a team trusts its manager, the better the results will be, and the better the retention as well.
|
14 |
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The Effective Manager:
…you and your directs really aren’t, and can probably ever be, a true team.
|
15 |
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The Effective Manager:
…the binding and distinctive element of teams that outperform others is the amount of trust that they build and engender among their members.
|
15 |
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The Effective Manager:
If you’re going to create trust and trusting relationships with your directs, then, you’re going to have to talk to them frequently about things that are important to them.
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16 |
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The Effective Manager:
…your relationship with your directs… is by far the most important thing you can do to improve results and retention.
|
17 |
