“The purpose of performance communications (and therefore feedback) is to encourage effective future behavior.” — Mark Horstman Communication Copy Share Image
“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… — Mark Horstman Goals Copy Share Image
“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… — Mark Horstman Friendship Copy Share Image
“Before trying to get more of everything done, get the most important things done first.” — Mark Horstman Important things Copy Share Image
“The way you can make one of your team members most effective on your project is by keeping that team member on… — Mark Horstman Team Copy Share Image
“To be an effective manager means encouraging and inspiring all of your directs to higher performance even when they say they don't… — Mark Horstman Management Copy Share Image
“Horstman's Law of Project Management: WHO does WHAT by WHEN.” — Mark Horstman Management Copy Share Image
“Never ask a question whose answer you don't intend to honor. This” — Mark Horstman Ask A Question Copy Share Image
“A demanding boss is not a micromanager. Asking for reports is not micromanaging. Expecting updates is not micromanaging. Asking for one meeting… — Mark Horstman Failure Copy Share Image
“Challenge someone who fears you at some level, and you'll get some pushback. The” — Mark Horstman Fear Copy Share Image
“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 Ask A Question Copy Share Image
“The words you choose to say out loud to others are a choice, and different words produce different results. Your choice of… — Mark Horstman Business Copy Share Image
“The Manager Tools Feedback Model has four simple steps: Step 1: Ask. Step 2: State the Behavior. Step 3: State the Impact… — Mark Horstman Habits Copy Share Image
