15 MANAGEMENT QUOTES
Clarity is not micromanagement, but lack of clarity is lack of management.
People only voice a fraction of their doubts. The rest shows up later as indecisiveness, inefficiency, and ineffectiveness.
Employees love when their manager, while delegating a task, makes explicit what would be too little and what would be too much.
Don’t aim to be clear enough so that you can be understood, but aim to be so clear that you cannot be misunderstood. That’s superclarity.
Explain to each employee what abstract company objectives mean for them individually.
If you feel awkward while giving negative feedback to your subordinates, it’s probably because you believe the root cause of their mistake is an inadequacy of yours.
Unless you demonstrate to your subordinates that you are competent and trustworthy and have their best interests at heart, they won’t perceive your feedback as helpful, no matter how well you give it to them.
If you spot any signs of paralysis, lack of confidence, or other negative responses, make your feedback smaller, more specific, and in general, provide a small, clear, explicit first step for them to take that they feel they can take.
How good is a soccer coach who never attends his team’s games and training sessions, only meets the players in his office, and only evaluates their performance by looking at their report cards? He would be a terrible soccer coach. Yet, that’s how too many managers do their job.
The more you reward efforts without results, the more your people will focus on efforting rather than achieving.
Every time your actions demonstrate you are a fair, helpful, and effective manager, you build trust. And every time you waste your subordinates’ time, effort, or proactiveness, you break trust.
Meetings are not inherently wasteful; it’s that their attendees are not good at meetings. It’s your job as a manager to teach your subordinates how to be effective participants in meetings. You must coach your people.
Keep high standards for online meetings. They can and should be engaging and effective.
Personal judgment cannot be taught with procedures and trainings, because it is what happens outside of procedures and trainings.
During one-on-ones, spend at least 3 minutes discussing something more long-term: career growth, skill growth, sources of fatigue and frustration, etc.
The 15 quotes come from my course on Managing Remote Teams,
courses.luca-dellanna.com/courses/mrt