The Effective Manager Quotes

“The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.”
― Mark Horstman, The Effective Manager

“Never ask a question whose answer you don't intend to honor. This”
― Mark Horstman, The Effective Manager

“grasp. We all seem to want silver bullets—quick and easy, one-shot, no-brainer solutions. Stop looking for those (there aren't any). Start thinking about things that might work. When they do, celebrate the progress toward the goal.”
― Mark Horstman, The Effective Manager

“The words you choose to say out loud to others are a choice, and different words produce different results. Your choice of words makes a difference in business results. Furthermore, certain words are known to produce distinctly better results in certain situations. If”
― Mark Horstman, The Effective Manager

“It's an important managerial rule to never ask a question of your directs if you don't intend to honor their answer.”
― Mark Horstman, The Effective Manager

“The Manager Tools Feedback Model has four simple steps: Step 1: Ask. Step 2: State the Behavior. Step 3: State the Impact of the Behavior. Step 4: Encourage Effective Future Behavior.”
― Mark Horstman, The Effective Manager

“Challenge someone who fears you at some level, and you'll get some pushback. The”
― Mark Horstman, The Effective Manager

“The way you can make one of your team members most effective on your project is by keeping that team member on track to meet their deliverables by the deadline. So,”
― Mark Horstman, The Effective Manager

“Horstman's Law of Project Management: WHO does WHAT by WHEN.”
― Mark Horstman, The Effective Manager

“With both of these ideas—social obligation and implied secrecy—friendships run afoul of a manager's professional obligations. A manager cannot expect to be treated as a professional if she at times accepts the different set of moral obligations that friendship also implies. If you're a manager, a part of you knows this. It's not a joy to talk about, but we can't just ignore the friction between our various sets of obligations.”
― Mark Horstman, The Effective Manager

“Before trying to get more of everything done, get the most important things done first.”
― Mark Horstman, The Effective Manager

“A demanding boss is not a micromanager. Asking for reports is not micromanaging. Expecting updates is not micromanaging. Asking for one meeting a week is not micromanaging someone. Spending time communicating about tasks, deliverables, deadlines, successes, failures, growth opportunities, and, yes, even family—is not micromanaging in any way. So,”
― Mark Horstman, The Effective Manager

“To be an effective manager means encouraging and inspiring all of your directs to higher performance even when they say they don't want to—because you know the organization needs that to stay competitive. Asking”
― Mark Horstman, The Effective Manager

“Generally, the more a team trusts its manager, the better the results will be, and the better the retention as well.”
― Mark Horstman, The Effective Manager

“People and their behaviors are what deliver results to your organization. (Not systems, not processes, not computers, not machines.) Results”
― Mark Horstman, The Effective Manager