“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… — Mark Horstman Copy Share Image
“The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.” — Mark Horstman Copy Share
“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… — Mark Horstman Copy Share
“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… — Mark Horstman Copy Share
“Before trying to get more of everything done, get the most important things done first.” — Mark Horstman Copy Share
“The way you can make one of your team members most effective on your project is by keeping that team member on track to… — Mark Horstman Copy Share
“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… — Mark Horstman Copy Share
“A demanding boss is not a micromanager. Asking for reports is not micromanaging. Expecting updates is not micromanaging. Asking for one meeting a week… — Mark Horstman Copy Share
“Challenge someone who fears you at some level, and you'll get some pushback. The” — Mark Horstman Copy Share
“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 Copy Share
“The words you choose to say out loud to others are a choice, and different words produce different results. Your choice of words makes… — Mark Horstman Copy Share
“The Manager Tools Feedback Model has four simple steps: Step 1: Ask. Step 2: State the Behavior. Step 3: State the Impact of the… — Mark Horstman Copy Share
