Managers who inspire extraordinary loyalty from their people tend to be highly charismatic, humorous, good-looking, and tall. So, by all means, strive to be those things. If you don't feel sable to improve any of those factors very much, you might consider holding on to your people by designing some slack into their lives.
Durante o primeiro ano você e seu time não façam absolutamente nada que tenha a ver com o negócio. Façam coisas que exijam apenas bom senso enquanto aprendem como funciona a empresa. Se vocês fizerem coisas muito ligadas ao negócio propriamente dito, há grandes chances de sair bobagem.
The standard of a true leader is that he sets also his own rules rather than merely and blindly obeying the set of standard rules, even if it means being treated as an idiot or a crazy by the fools. And to follow his noble dream to attain his cherished goal, he employs his wisdom tool gained from his own hard core experience in an open school called life.
It can be dangerous to be right at the outset. Managers in some LCD-first companies interpreted the pivot point as an unconditional endorsement of everything they had been doing. As a result, they failed to recognize the need to rethink some details of their technology, such as the importance of color displays, and their complacency helped former plasma companies pull ahead.
When the management iceberg is shaped like a huge phallus, you know that there are a lot of tossers that the top penguin has had to climb over to reach the tip and that there is no shortage of the same caliber of penguin in the balls and shaft of the corporation, just waiting for their chance to get a spurt to the top. Should I sugar coat this a little more? or tell it like it is?
Il y avait aussi une sorte de conviction que le vécu était qu’on voulait arriver à ce jeu des relations entre la performance, la croissance et la lutte contre la pauvreté, avec une vision strictement exogène et technocratique, axée sur les processus, en occultant le problème complexe du diptyque « cœur et esprit ».
The Four Keys of Great Managers:1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination."2. "When setting expectations, they define the right outcomes ... not the right steps."3. "When motivating someone, they focus on strengths ... not on weaknesses."4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.
الرب أعطى النقود، والشيطان صنع ثقباً. وها هي نقود الرب تتسرب عبر ثقب الشيطان.
That's why I bake. To fill fairies with goodness."And it was true, she realized. She didn't run the kitchen just to boss other fairies around. She didn't give orders just to make herself feel important. Well, at least she wouldn't anymore. No. The day before, she hadn't missed that part of her job at all. She had missed the baking. She had missed creating something for others to enjoy.And, oh, how she wanted to go back to work!
A few of the managers we spoke with for this book worried that the tour of duty framework might give employees "permission" to leave. But permission is not yours to give or to withhold, and believing you have that power is simply a self-deception that leads to a dishonest relationship with your employees. Employees don't need your permission to switch companies, and if you try to assert that right, they'll simply make their move behind your back.
Remember the Golden Rule? "Treat people as you would like to be treated." The best managers break the Golden Rule every day. They would say don't treat people as you would like to be treated. This presupposes that everyone breathes the same psychological oxygen as you. For example, if you are competitive, everyone must be similarly competitive. If you like to be praised in public, everyone else must, too. Everyone must share your hatred of micromanagement.
Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.
De când am venit la primărie, am reușit să creez un fel de ritual al unor întâlniri foarte scurte, dar care se petrec cu regularitate, cu ochii pe ceas, în fiecare luni dimineața, de la ora 9. Este vorba de o ședință care durează câteva minute, maxim un sfert de oră, la care toți șefii de serviciu se adună și le comunică direct colegilor tot ceea ce au trecut în agendă în săptămâna respectivă.
Un problème fondamental est la mort de la passion en leurs rêves et projets, voire d’une vie comateuse des gens inaptes à refonder la renaissance en leurs rêves et projets. Ces gens qui ne rêvent plus ou insuffisamment, ces rêves perdus, mais nécessaires, c’est ce qui apparaîtra, tout à l’heure, au fur et à mesure des pages de mon manuscrit. Jusqu’à présent et aujourd’hui encore, se meurt la passion en leurs rêves et projets… Pourtant, « ils peuvent », rappelle Obama ; pourtant sans eux, rien ne sera…
I live in the Managerial Age, in a world of "Admin." The greatest evil is not now done in those sordid "dens of crime" that Dickens loved to paint. It is not done even in concentration camps and labour camps. In those we see its final result. But it is conceived and ordered (moved, seconded, carried, and minuted) in clean, carpeted, warmed and well-lighted offices, by quiet men with white collars and cut fingernails and smooth-shaven cheeks who do not need to raise their voices. Hence, naturally enough, my symbol for Hell is something like the bureaucracy of a police state or the office of a thoroughly nasty business concern."[From the Preface]
