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Effective executives never ask “How does he get along with me?” Their question is “What does he contribute?” Their question is never “What can a man not do?” Their question is always “What can he do uncommonly well?”
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To focus on strength is to make demands for performance. The man who does not first ask, “What can a man do?” is bound to accept far less than the associate can really contribute. He excuses the associate’s nonperformance in advance. He is destructive but not critical, let alone realistic. The really “demanding boss”—and one way or another all makers of men are demanding bosses—always starts out with what a man should be able to do well—and then demands that he really do it.
