Sublime

I would combine radical honesty with an old rule Warren Buffett has, which is praise specifically, criticize generally.

Former Secretary of State Colin Powell once remarked that being responsible sometimes means pissing people off.* You have to accept that sometimes people on your team will be mad at you. In fact, if nobody is ever mad at you, you probably aren’t challenging your team enough. The key, as in any relationship, is how you handle the anger. When what yo

Acredito que os gerentes devam afrouxar os controles, e não apertá-los. Eles devem aceitar riscos; devem confiar nas pessoas com quem trabalham e lutar para abrir o caminho para elas; e devem sempre prestar atenção e enfrentar qualquer coisa que gere medo. Além disso, os líderes bem-sucedidos aceitam a realidade de que seus modelos podem estar erra

Disagreeable givers often make the best critics: their intent is to elevate the work, not feed their own egos. They don’t criticize because they’re insecure; they challenge because they care. They dish out tough love.

Os funcionários dependem dos gerentes e querem agradá-los. O foco em agradar o chefe, no entanto, significa que pode ser perigoso manter discussões honestas com ele.

As a veteran of many layoffs at Apple, she understood the importance of a swift announcement and decisive action. “Let everyone know that their voice mail will remain active while they look for a new job, and I’ll be setting up a placement center where they can work on their resumes and check job listings.”

an ideal world, these ratings would be transparent and attributed. However, building that system