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No Hard Feelings:
Research shows that our brains respond more positively to empathetic bosses; when we feel a personal connection with a leader, we try harder, perform better, and are kinder to our colleagues.
|
208 |
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No Hard Feelings:
The unique problem leaders face is that they have to think longer and harder than the rest of us about when to be transparent.
|
209 |
|
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No Hard Feelings:
No matter your official job title, you’re almost certainly a leader in some way.
|
210 |
|
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No Hard Feelings:
Successfully making the transition from individual contributor to leader requires a major mind-set shift.
|
210 |
|
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No Hard Feelings:
Being an empathetic manager is not the same as being a pushover. Own your decisions and discuss and set expectations with your reports as soon as you know there’s a problem.
|
211 |
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No Hard Feelings:
If you let someone underperform for months or even years without saying anything, you’ve failed as a manager.
|
211 |
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No Hard Feelings:
Average managers play checkers, while great managers play chess. – Marcus Buckingham
|
211 |
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No Hard Feelings:
The best leaders show vulnerability when assessing a situation but then present a clear path forward.
|
212 |
|
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No Hard Feelings:
Managing your feelings is as important as managing your reports; when you consider a throwaway comment or a momentary bad mood can ruin someone’s day.
|
215 |
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No Hard Feelings:
Reactive, hot-tempered managers are hurtful, demoralizing, and the top reason people quit their jobs.
|
215 |
