“Most managers complain about having too little freedom in their jobs, while their bosses complain about managers’ failure to grasp opportunities.” — Harvard Business Review Copy Share Image
“Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is,… — Harvard Business Review Copy Share
“Managers who aspire to be ethical must challenge the assumption that they’re always unbiased and acknowledge that vigilance, even more than good… — Harvard Business Review Copy Share Image
“In our studies of managers, we have found that the difference between those who take the initiative and those who do not… — Harvard Business Review Copy Share Image
“there is one quality that sets truly great managers apart from the rest: They discover what is unique about each person and… — Harvard Business Review Copy Share Image
“Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not.… — Harvard Business Review Copy Share Image
“Individuals are most likely to trust and cooperate freely with systems—whether they themselves win or lose by those systems—when fair process is observed.” — Harvard Business Review Copy Share Image
“Most managers complain about having too little freedom in their jobs, while their bosses complain about managers’ failure to grasp opportunities.” — Harvard Business Review Copy Share Image
“Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is,… — Harvard Business Review Copy Share
“Too many people work in ways that are not their ways, and that almost guarantees nonperformance.” — Harvard Business Review Copy Share Image
“Managers who aspire to be ethical must challenge the assumption that they’re always unbiased and acknowledge that vigilance, even more than good intention, is… — Harvard Business Review Copy Share Image
“Such despondency is rarely psychologically devastating, but when combined with defensive reasoning, it can result in a formidable predisposition against learning.” — Harvard Business Review Copy Share Image
“In our studies of managers, we have found that the difference between those who take the initiative and those who do not becomes particularly… — Harvard Business Review Copy Share Image
“This thought experiment is a version of philosopher John Rawls’s concept of the “veil of ignorance,” which posits that only a person ignorant of… — Harvard Business Review Copy Share Image
“there is one quality that sets truly great managers apart from the rest: They discover what is unique about each person and then capitalize… — Harvard Business Review Copy Share Image
“A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach… — Harvard Business Review Copy Share Image
