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a great leader—just do the job and treat people right.
doing your job, treating others with respect, expecting people to do their jobs, and holding them accountable is a formula for success that will work in any good organization.
Treat each member of your organization as a unique person.
Reid hastings of Netflix mentions this as well...taking time to know people as unique people to build stronger, trusting relationships in your organization
encouragement, support, and critical evaluation.
Set the acceptable tone by your own demeanor, and develop the fine art of knowing when to crack the whip or crack a joke.
As a leader you have to read your people and the situation...rebuild morale in tough situations and toughen up when egos become full or lax
Strong leaders don’t plead with individuals to perform.
Be yourself, be their leader, not their friend
Make each person in your employ very aware that his or her well-being has a high priority with the organization and that the well-being of the organization must be his or her highest professional priority.
Instill mutual respect and expectation
Speak in positive terms about former members of your organization.
And current members when they're not in the room to hear it!
Don’t let differences or animosity linger.
praising rather than blaming;
getting out and working amid your “troops”;
precisely describing what you...
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taking pride in the p...
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paying attention to...
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creating habits that hold up und...
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removing nonessentials in th...
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the title I really wanted—the title that indicated the highest praise—was “teacher” or “coach”; combined, they make you a leader.
Believing your own press clippings—good or bad—is self-defeating.
You are allowing others, oftentimes uninformed others, to tell you who you are.
The real damage occurs when you start to believe that future success will come your way automatically because of the great ability of this caricature you have suddenly become, that the hard work and applied intelligence y...
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You demonstrate a lack of assuredness when you talk constantly in negatives.
I always made an effort to counter it by following up the barbs with more upbeat input immediately afterward.
When I criticized or gave feedback to someone, it wasn’t defeatist. It was always focused on the here and now
conjured up images or incidents of poor play over the previous days or weeks
creates a sense of piling on, of browbeating.
Becomes demoralizing and lose faith of your team
If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds.
People are the same. They need criticism, but they also require positive and substantive language and information and true support to really blossom.
Constructive criticism is a powerful instrument essential for improving performance. Positive support can be equally productive. Used together by a skilled leader they become the key to maximum results.
Among his many talents was direct communication. He was clear, specific, and comprehensive without an ounce of ambiguity. I like his approach and recommend the same for you.
Step by step by step, specific after specific,
Setting expectations...About the right small details to do your job at the highest level...best of this is done with the team or individual for maximum understanding and accountability
What he laid out was measurable. And he measured it on a regular basis—his
spelling out in detail what you expect from employees and doing it in a manner that is unambiguous and comprehensive.
Be concise, be direct, don't bury the lead...when communicating, details and focus matter
Employees can thrive in an environment where they know exactly what is expected of them—even
even when those expectations are very high.
simply going through the motions was going to get them beat.
Perform at your highest level with your greatest level of commitment! Don't just go through the motions
A leader must know when his team is making a lot of noise signifying nothing.
“Don’t mistake activity for a...
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collaboration is required more than ever these days
the skill of being a great listener—is the first law of good communication.
I wanted to work with people smart enough to have independent thinking but strong enough to change their opinion when evidence or logic suggested it.
It’s recognizing when to say it, how to say it, when to listen, whom you’re talking with, how they feel, what you’re trying to get down to, how important the circumstance is, what the necessity is timewise, and how rapidly the decision must be made.
You should be willing to go to someone’s office or desk and help him or her do his or her job.
They called it “management by walking around.”
recognizing that personal communication was often necessary to back up written instructions.
“boundaryless” communication and worked hard to remove barriers to the flow of information within the corporation.
Everybody is in the loop and expected to participate.
Rank, titles, or inferred status can impede open communication in an environment where people thrive on helping one another.
For that to happen—for individuals to merge their own interests with those of the team—good communication must exist in an open atmosphere where intellectual interaction is a given.
“Be more concerned with finding the right way than in having it your way.”
Also "proudly found elsewhere!"
This involves setting aside your ego, resisting the temptation to let the world know how smart you are or think you are.
