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Your first responsibility is to deliver whatever results your organization expects from you.
About the only way to really feel good about what your responsibilities are is to have quantified goals, in numbers and percentages:
Managers who produce great results have more successful careers than those who produce average results.
A focus only on results far too often leads to abuse
The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People
People and their behaviors are what deliver results to your organization. (Not systems, not processes, not computers, not machines.)
Results are your primary responsibility.
Because of the power of your role, your directs don't see you the way you see yourself.
you and your directs really aren't, and can probably never be, a true team.
you don't actually need to be a true team. You need the ingredient that makes high-performance teams high performing.
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.
The effective manager is always, in one fashion or another, asking for more.
because One On Ones are also about relationships, trust is especially important. That means that managers have to be sure to do what they say they're going to do.
it's better to try to first achieve results through effectiveness—doing the right things, the valuable things, the important things—before trying to achieve results through efficiency—doing the same work in less time.
Work on the right things first.
You don't need clever learning techniques, or special budgeting, or someone to analyze your direct's learning style. Reachable and reasonable deadlines drive behavior better than anything else.
The adult learning model reminds us that we learn by doing.
He recognized early as a software development manager that his job had changed from solving technical problems to making others more effective
Learning to delegate is part of the transition to becoming an executive.
If you're a manager, your key to long-term success is to master the art of delegation.
