Good Boss, Bad Boss
Leave a comment on today’s post by Wed. November 17, 2010 at 9:00 a.m. EST and you’ll be eligible for one of five copies of “Good Boss, Bad Boss: How to Be the Best … and Learn from the Worst.” Simply leave a comment and I’ll put your name in the hat for a random drawing.
*****
Bossholes that are unwilling to change won’t like, “Good Boss, Bad Boss,” by Robert Sutton. The trouble is if you’re a bosshole, you probably don’t know it. “… about 75% of the workforce reports that their immediate supervisor is the most stressful part of their job.”
Sutton’s book is filled with illustrative stories, dynamic scholarship, and enough practical guidance to last a lifetime.
Some favorite quotes:
“Fight as if you are right, and listen as if you are wrong.”
“…bosses ought to be judged by what they and their people get done and by how their followers feel along the way”
“Most people suffer from self enhancement bias.”
“Act like you are in control even when you aren’t.”
“Just because people can perform a job well doesn’t mean they should manage it.”
“… spark performance by expressing confidence (in fact, overconfidence) in all your people.”
“I feel like I’ve been going to the same meeting for 25 years.” (V.P. of a retail chain)
“… People who know the most are sometimes the least vocal and pushy.”
“Checklist create especially strong connective tissue between words and concrete deeds.” (From my favorite chapter: Link Talk and Action)
“Do it and you will know.”
“Get people angry by naming the enemy, or get them excited by identifying compelling dreams and goals.”
“… every boss must hurt others. But there is a big difference between what you do and how you do it.”
“When people have no information they fill the vacuum by inventing and spreading false …explanations.”
“Do not delay painful decisions and actions; hoping the problem will go away.”
“… assume the motto, “Assholes are us” means you too…”
“Developing and sustaining self-awareness ought to be at the top of the list for every boss.”
Finally
Some people buy books by who the author is. If Robert Sutton writes it, I’m buying it.
*****
Which of the quotes I listed grabs your attention? Let’s talk about it.
Looks like a great resource, Dan.
Dan,
let me first say I became a real addict to your daily post – thanks a lot for that!
I like most: “Just because people can perform a job well doesn’t mean they should manage it.”
I have been in a discussion this morning – it’s absolutely critical to have the “right” leaders because so much will depend on them. How we select the leaders in our respective organization with its own values is most decisive. You can see completely different performance of staff once the leader has changed, to good or bad. And well all know performing, managing and leading are all different and require special talents.
Andrea,
Your kind words encourage me.
I think one of the toughest aspects of leading is we have to stop blaming others and take responsibility. Leadership/managership matters.
Best to you,
Dan
Nice quotes!
about 75% of the workforce reports that their immediate supervisor is the most stressful part of their job.”
I find this comment to be of interest. I would like fo find out more on how this can be changed.
Diane,
Great seeing you and I agree…it’s a pretty strong statement. The cool thing about Bob’s work is he backs statements like this with research and practical suggestions for overcoming the problem.
Cheers,
Dan
Dan,
This is a great review that makes me want to read the book. The quotes all are very true. This reminds me of “First Break All the Rules” which is another great leadership book. I just posted a review of the classic “Leadership Challenge” which can be read here: http://wp.me/pZiRD-pY
Thanks for sharing. My reading list keeps getting longer!
Chris
Chris,
Thanks for jumping in and for leaving an added resource.
Best,
Dan
Dan: I agree – books by Robert Sutton are always worth the read. I had the chance to preview Good Boss Bad Boss in September. If you or other memebrs of the Leadership Freak Community would like to lean more about the book and see a vido of Dr. Sutton sharing his take, feel free to stop by at http://bit.ly/djiW1j .
As to favorite quotes from the list – “Do not delay painful decisions and actions; hoping the problem will go away.” AND “… every boss must hurt others. But there is a big difference between what you do and how you do it.”
Have a great week,
Joan
Joan,
Thanks for shining your light on Sutton’s work and leaving a useful link that adds to the conversation.
Best,
Dan
“… every boss must hurt others. But there is a big difference between what you do and how you do it.”
Never a truer word. I work in Banking and we’ve hurt a lot of people this year. Our team isn’t responsible for the financial crisis, quite the contrary. I think we’ve eased our customer’s pain, but we’ve been punished like everyone else with a 20% reduction in resources, yet we’re delivering 20% more than last year. This is because we’ve focused on the way we communicate the painful messages and how we support people through them. It takes significant effort, but I’m very proud of it.
Frances,
Love, “we’ve focused on the WAY and HOW” of communication. The message is more than the message.
Best,
Dan
“every boss must hurt others. But there is a difference between what you do and how you do it.” Dan this to me is the cornerstone not only of a leader but a truism that to applies to everyone. Our relationships will always have trying moments at home, the work place, with our friends, just about everybody. Managing those subtle moments which spark irritation is a true art and constantly needs improvement as we are exposed to en ever changing environment and the myriad personalities that surround us. It takes patience, practice and a deep sense of personal humility and total respect for the other person for us to not only have a dialogue but “connect” and make the experience a growth moment for all parties. A key question to ask ourselves before embarking on the “reprimand road” is what are we trying to accomplish, what is the goal of the conversation? Being able to answer that before sitting down will help us formulate the right tone, the right words and body language to create comfort, understanding and a yearning for a positive interchange. As a rule I always strive to give everyone the benefit of the doubt in most situations. This has served me well throughout to the years and created a perception of “safe space” when someone gets called to my office and by the way I am the one that makes that phone call, not my AA or anyone else from my office. The creation of that “safe space” commences the moment the other person picks the phone up and says hello. I feel It is very important for us to be cognizant at all times of all the dynamics ongoing, before the meeting, during the meeting and the all critical follow-up. The axiom used to be ” treat others as you would want to be treated” In reality I have learned that we need to treat others as THEY want to be treated, and to do that we need to invest time in knowing our people. Sounds like a great read and off to get it(I have never been lucky with lotteries. 🙂 Have a great day Dan, Al
Al,
Thanks for your comment. I can tell it comes form an experienced, compassionate leader.
Couldn’t agree more with … “Begin with the end in mind” applies to conflict and reprimand. Stress-filled conversations go astray because they don’t have a goal/objective.
Your comment packs a punch.
Best regards,
Dan
Al is a featured contributor on Leadership Freak. Learn about Al at: http://leadershipfreak.wordpress.com/al-diaz
Very well written Al, thanks for that follow up and bringing it to the homefront as well!
Perhaps too, in the framework of ‘every boss must hurt others’ are all of the elements of leadership accountability, integrity, etc and if there are not those course corrections or hurts, the ‘boss’ is hurting him or herself and the organization. Growth hurts…remember literally growing up and having aches related to growing feet, body, etc.
Again, as Al pointed out, how deep the connection is made, how the message is delivered…and what the core intent is, determines if we grow from it…or not. It is truly one of the gifted leadership subtilties.
Hi Doc, thanks for the comment. I love
your analogy with the REAL pain of growing up. I agree with you that growth invariably has some hurt associated with it. The courage needed to go beyond the hurt will arise precisely because of all the leadership qualities you mentioned. To follow up on analogies, this reminds me of my daily routine of 30m on the elliptical and 30m swimming: If I am not gasping for air at the end and my arms and legs don’t hurt how much did I really accomplish! 🙂 Have a great day Doc, Best, Al
You guys are the dynamic duo! Love just soaking in your comments.
My favorite quote is: “When people have no information they fill the vacuum by inventing and spreading false …explanations.” I have seen this concept in action over and over in the secular workforce and also in church environments. People will fill in the blanks… WHAT they fill the blanks in is in the control of their leaders. I’ve been on both ends of the spectrum here. Its frustrating for a leader.. but we have GOT to OVER communicate. Just when you’re sick of repeating the same “concept/change/whatever” – that JUST when your team is getting it.
Angie,
Thanks for jumping in… yup “over communicate” = the right amount of communication.
I’ve also found that saying the same thing over and over is not really over communication. It’s just boring. You have to say “it” in new ways. You can do this by thinking of the audience. For example. How do single moms interpret this message? How do new employees interpret this message? How does upper management interpret this message.
Best to you,
Dan
Great advice Dan. Thinking WHO you’re speaking to, and coming up with different ways to communicate the message is a great way to keep it interesting for you too!.. so it doesn’t get boring.
“Just because people can perform a job well doesn’t mean they should manage it.”
Promoting people above their competency level seems to be a rampant problem. Leadership is less about being better than others and more about developing others to be their best.
Seeking,
Thanks for your comment. I think one of the worst mistakes organizations make is believing a person great at repairing carburetors doesn’t mean they can run the garage. (no offense to automotive technicians)
Best,
Dan
I can’t pick just one quote!
Here’s the first: “Most people suffer from self enhancement bias.” This is so true. I often think, “I wish someone would be candid with me” but then am not sure I am prepared for candor. I think 360 evals are helpful in this regard, especially if the respondents focus on balancing good vs “constructive” comments.
The second: ““Developing and sustaining self-awareness ought to be at the top of the list for every boss.” I think my biggest frustration from my previous immediate supervisor involved the ongoing sarcasm. Perhaps the intent was not to sound sarcastic, but when I asked a legitimate question that would help me better serve our customers and got a terse or sarcastic response, it just stung and was a disincentive to me asking again – vicious cycle. And I am not sure this is relative to supervisory self awareness, but there frequently seems to be a disconnect between my sup understanding that every choice I make here is because I love the organization and its purpose – not that I expect “warm fuzzies” about that all the time or even acknowledgement, but when the tone of a supervisory comment was critical or demeaning, it simply felt disconnected – that’s the only way I can think of to phrase it.
Hope our Tallahassee Leadership Book Club will put this one on its list of potential reads!!
Paula,
Thanks for adding to the conversation. You usually tell me a story. I’ll tell one to you this time.
About a week ago I had the type of chat you refer to with a high potential. The one that goes like this. You are great BUT something is holding you back. He told me no one had every had the guts to tell him the truth and he thanked me.
Regarding sarcasm… no comment. I’m still working on that one.
Best to you,
Dan
Paula is a featured contributor on Leadership Freak. Check out her bio at http://leadershipfreak.wordpress.com/paula-kiger
It DOES take guts to address that type of “holding back” issue with someone – kudos to the high potential for accepting the feedback. I’ll bet he grows as a leader as a result of that conversation.
Sarcasm is an acid that eats away relationships and obscures truth for chronic users. Don’t get splashed!
Great quote: “there is a big difference between what you do and how you do it.”
Oh ain’t that true – learned the hard way. Long ago, I thought results were enough, and I got historically-good results. The company made it clear in no uncertain words that the “how” was at least as important. I expected a 5 on my annual review and instead got a 3. Woke me up fast! Best lesson I ever got.
Mark,
I’m thankful you shared a bit of your story. It adds power to the principle.
Best regards,
Dan
Mark is a featured contributor on Leadership Freak. Check out his bio at http://leadershipfreak.wordpress.com/mark-friedman
“Just because people can perform a job well doesn’t mean they should manage it.”
Having worked in a company that liked to promote the expert to be the manager, I know how disastrous that can be. It takes leadership, not expertise, to give employees freedom, responsibility and encouragement. Usually the manager will (act as if he) know(s) best. The result is at best a very obedient but reactive group of people that do not develop.
Totally for Bob Sutton and his crusade against bad bosses!
Jos,
Thanks for jumping into the conversation.
The old Peter Principle is still at work!
Best regards,
Dan
Hi!
Tricky one that, all good stuff and I was having a major moment of indecision until I got to the bottom of the list and…
“Developing and sustaining self-awareness ought to be at the top of the list for every boss.”
…I deliver a lot of leadership development in my organisation and I often talk about the utter importance of self-awareness. In fact it’s the key message for me in most of the LD work I do, the hard stuff is that self-awareness is hard to get and requires high quality feedback in the ‘little and often’ mode. Getting managers to be better at asking for and listening to feedback is tough, but a good challenge.
Of course more formal development opportunities can help by encouraging reflection and moving people to a point where they are at the limits of their skills and confidence. Getting people to work with coaches, mentors, action learning groups where they have the opportunity to balance their internal monologue with challenge and support is also a good prompt.
Perhaps this is the key to personal effectiveness rather than simply leadership effectiveness?
Thanks Dan, good food for thought.
Dear Missdragonara,
Thanks for your comment. It helps us all realize how vulnerable we are to self-deception (even if we don’t intend to).
I’ll support you with a recurring theme on LF… Bring the outside in. That includes coaches, etc.
Cheers,
Dan
“When people have no information they fill the vacuum by inventing and spreading false …explanations.”
“Do not delay painful decisions and actions; hoping the problem will go away.”
Dan, these are the ones that stuck out because I have seen them first hand – personal experience and with business…to the 1st quote I would add that most people will discern false statements/ explanations. No one appreciates dishonesty and it does not prosper a relationship whatsoever.
On the 2nd quote: The problem never goes away it only grows bigger and more painful! Also, in a lot of instances it creates more pain for everyone involved!
One thing that I have seen in business is the boss or manager that is unapproachable because of their temper or their reaction is unpredictable and they take everything said or done personal. People will exclude him out of the decision at hand, things will be done in secret, they will be kept out of the loop because the show must go on!
Great book!
Dear “M”
I found myself nodding as I read your remarks re: people can tell when they are being lied to.
Your out of the loop comments are very insightful. I’m tucking them away because I’m sure I’ll need them soon enough.
Best to you,
Dan
“Just because people can perform a job well doesn’t mean they should manage it.” and the follow up to that might be just because people can manage a job/team well, doesn’t mean they can/should lead it.
Have to admit, loved this one…“I feel like I’ve been going to the same meeting for 25 years.” (V.P. of a retail chain) So true it hurts…
‘Assholes R Us…means you too’…ouch, the mirror hitting me in the head again.
Doc I like your take with “Just because people can manage a job/team well, doesn’t mean they can/should lead it.” Clearly getting the job done is very important but reaching the hearts and soul of your team is critical in anticipation of the next project. Executing does not always equate with inspiring, connecting, and respecting the members of the team. Doc, here is good quote which sort of fits and you probably know it but it certainly applies to some leaders I have runned into: “Worse than being blind is having sight but no vision.” (Helen Keller) Again it is not only about managing well and executing well. 🙂 Have a great one Doc. Regards, Al
Hey Doc,
Your mirror hit me in the back of the head as it made its rounds.
OUCH
Best to you,
Dan
Doc is a featured contributor on Leadership Freak. Read his bio at: http://leadershipfreak.wordpress.com/doc
Hello Dan,
I am a friend of yours on Facebook. I am not sure who we befriended each other, but I do enjoy your daily posts. Thanks for always finding a way to inspire me. Happy Holidays.
Dustin Larson
Dustin,
It’s always nice to read a good word. Thank you.
Best,
Dan
Saw this book on the shelf at Barnes & Noble and last Friday and passed on buying it. Wish I hadn’t done that now! It’s going back on my list of books to get.
Lea, good luck. You may not need to buy it. Best, Dan
Sound like a good book.
My copy arrived on Monday along with its companion, The No Asshole Rule. I chose to read the latter first. The ideas related are spot on. I am looking forward to reading the other over the Thanksgiving holiday. Thanks for the recent line of posts. They have been inspirational in light of our current climate.
Tim,
If you win another copy…you have a great Christmas gift for someone.
Cheers,
Dan
Dan,
Another book that I really want!
2 quotes caught my attention – “every boss must hurt someone but there is a big difference between what you do and how you do it” I never really looked at it that way before. I have finally come to the conclusion that not all my actions are going to be popular or well liked by others, but i’m a big believer in my company’s mission statement and that helps me stay on track
the other quote was the one that said people will invent things if not given enough information – this will be something that stays with me and is helping me understand why i have met so many negative people in the workplace
I agree completely with “Just because people can perform a job well doesn’t mean they should manage it.” My personal experience – this is because the individual feels they have put in their time as if that were the only qualification for the position.
Being a leader is a lot like being a parent: the glory isn’t what is important, it can sometimes be a thankless job, but in the end it’s about helping others to be successful and feel good about their accomplishments. You need to be mindful of what you say, how you say it, and your body language. You have to realize that everyone brings their own unique set of experiences to the table – tapping into those experiences and helping your teammates grow and succeed either makes or breaks you as a leader. This sounds like an excellent book – I’m looking forward to reading it!
I really like “…bosses ought to be judged by what they and their people get done and by how their followers feel along the way.” But I wonder what exactly the bosses are doing beyond what their people are getting done.
I think a bosses job is to help their employees get work done (by leading, inspiring, mentoring, marketing, etc), so they get nothing done themselves. Really, the only visible output is what their people get done.
The “how their followers feel along the way” goes to sustainability of the team. If the followers are not inspired, positive, feeling good, etc, then the team won’t be able to sustain its efforts over the long term.
My favorite quote: “Fight as if you are right, and listen as if you are wrong.” I’ve seen so many times that leaders (and myself) would save so much trouble and headache if we listened well. Many times we are fighting the wrong battles simply because we haven’t listened well to the other person. Great review. I’m sold on the book.
“… People who know the most are sometimes the least vocal and pushy.”
AINT THAT THE TRUTH! Insecure people push and are vocal….Secure people can share a thought and “let it go”. Dan…I am indebted to your blog posts and am now “addicted” (in a good way). Blessings to you my friend….
Bossholes..that’s a lovely way to say it..haha..but I’m relieved to find out that I fit with the majority of workers that had to leave their job because of a bosshole. I thought there was something wrong with my satisfaction in an office, but truly, so many bosses have low Emotional Intelligence, are inefficient micromanagers, and not inspiring leaders at all. My goal is to own my own company one day, and I’d rather leave a positive legacy than one of the bosshole..
Dan..u rock
All these quotes resonate…but the best one for me today has to be this:
“When people have no information they fill the vacuum by inventing and spreading false …explanations.”
Really speaks to what’s going on around here as we try to grapple with the 2011 budget.
Good Information is the best cure for organizational anxiety.
Dan~
I’m a new follower of your blog and I’ve loved every post!
Today, I especially like “Do not delay painful decisions and actions; hoping the problem will go away.”
I think we can all follow this one! Boss or not!
~Keri
I loved the wisdom of the book, the post and your fellow commentors!
“Do not delay painful decisions and actions; hoping the problem will go away.”
Our path is what lies in front of us and the resistance coming in the forms of blocks and fears are R next step!. Great quote!
Dan,
I recently found your blog and enjoy reading your posts every day.
One thing I notice is that a good boss needs to be honest with their people. Most people in general don’t like doing it, because when giving feedback on a task, they all say “well done” whether it was any good or not, just to avoid a bad situation / hurt feelings.
I was taught in a presentation class that the best way to be honest with people (giving feedback):
1. Do it with a good heart – an intention of being helpful, this will guide the way you talk with them, tone of voice, body language and words (3 means of communicating).
2. Start off with things they do well.
3. Use a light touch to introduce what they need to work on, the things that didn’t go well, and how, if they work on it, the positive results they might be able to achieve. (“I noticed that you tend to…”)
4. Make sure they know they have your support to make positive changes.
Keep up the good work with the posts!
susan.
“Just because people can perform a job well doesn’t mean they should manage it.”
This just sums it up for the place I am at right now.
I started to do the first part of this quote “naming the enemy” and just over a year ago had an event that rocked me to the core, so now I lead by doing the second part ” excited by identifying compelling dreams and goals.”
“Get people angry by naming the enemy, or get them excited by identifying compelling dreams and goals.”
Dan,
As a recent reader of your blog, I’m grateful that you share your thoughts so freely. In the last two weeks (since I ‘found’ your blog), your writing has challenged me to think in new ways. And in only 300 words or less- amazing!
I also follow Bob Sutton (for awhile) and am always impressed with his factual/research based perspective and, of course, his writing style is superb. It doesn’t surprise me that you both share similar passions.
Thanks again for sharing your insights!
Mike
Its really awasome bolg n always keep enlightening me. But I suggest to reduce then num of articles
Love this one….so true! – “Checklist create especially strong connective tissue between words and concrete deeds.”
Thanks Dan!
would lke copy of good boss bad boss
I have no talent for nitpicking, but for once I noticed a detail :”Leave a comment on today’s post by Saturday November 17, 2010″. That day does not exist 🙂
Thanks for a great blog and I really like that bosshole-book, If I get lucky in the lottery give it to someone else, please, I already am reading it.
“Just because someone can perform a job well, doesn’t mean they can manage it”. This is something that has bothered me for many yeta in my career. As I moved from company to company early in my career, I would inherit these leaders and invariably have to replace them.
I learned in the Marine Corps that you pick the guy with the leadership ability, train him, and give him the leadership position.
New follower. Appreciate your posts. Book looks like a helpful resource.
I really enjoyed your review and have added the book to my “must read” list. My favorite quotes are:“When people have no information they fill the vacuum by inventing and spreading false …explanations.” and “Do not delay painful decisions and actions; hoping the problem will go away.”
Keep up the great work!
“… every boss must hurt others. But there is a big difference between what you do and how you do it.”
Dan, the How is definitely important, but when you have taken the relationship to a deeper level of symbiotic understanding and engagement, the how can be subsumed by the why.
I have seen very charismatic and diplomatic leaders who are so darn good with the how, yet leave the poor employee in a ‘learned helpless” state and by forsaking the values that should have mattered.
The military is filled with leaders who may not demonstrate the best of the “hows” in the business, but their men would give their unconditional love.
When your people know the “why” behind the character, style and decision, the “how” hardly matters. This, in my humble opinion, is one level leadership that is subtle, rare and difficult to find in most corporate environments. It takes tremendous levels of commitment and effort and where leadership operates at a unconscious competence level.
This kind of leadership requires the highest level of discipline and uncompromising adherence to values and principles. For example, fairness and integrity matters more than obeying an instruction form above to get rid of your charges.
Could not agree with you more. Your posting reminded me of Nietsche. “if you know the why there is no how you cannot bear.” Your comments are right on target and very powerful. Thank you for sharing. Regards Al
I think Al should get a book just for quoting Nietsche!
This book sounds great! Dealing with awful supervisors can really break you down. I am in school for business and I certainly do not want to end up being a bad boss (if I become one!). I am reading a lot of business and business leadership books at the moment. I will check out “Good Boss, Bad Boss” and recommend From Gatekeeper to Trusted Advisor by Andria Corso. This book is one of the few (that I’ve heard of) that primarily focuses on the practices and behaviors required to be a trusted advisor in the high stakes and highly intense corporate world. This book is a desk reference for HR leaders and any business leader with an HR team.
“… spark performance by expressing confidence (in fact, overconfidence) in all your people.”
I endeavour to practice this every day. It promotes a fantastic team and working environment
I’m too late for the book give away. Got the notice to late. Would love to see the book in Prisons around our Country. 1 book gets read on the average 30 times in prisons. They are very literate, and have the time to read. Don’t be afraid to help out the prisons. Most will be out one day, and would be great to give them something to improve their lifestyle.
I love this one “… every boss must hurt others. But there is a big difference between what you do and how you do it.” It is the difference between me wanting to do something more to help the department and wanting to do more to leave the department.
One additional quote by a mentor “A jackass in a suit is still a jackass.” Your true colors come through.
Dan,
Thanks so much for such a thoughtful and kind review. I am especially struck by the depth of the conversation — there is more here than any other place on the web about the nuances and implications of the book. So many comments go into the important little things that good bosses do. The comments about the “how” versus “what” are something. I also feel compelled to add that although I try to put things together in a coherent way, nearly all the ideas in the book are borrowed from others (I try to give them credit, but I am sure I failed at times). For example, the chapter on the difference between what a boss does and how he or she does it is based largely on and old paper that I wrote with my dissertation adviser, Bob Kahn. The ideas was his, and that lovely quote about fighting as if you are right and listening as if you are wrong came from Karl Weick. Both are at The University of Michigan and are intellectual heroes of mine. Once again, thanks to everyone for all the great ideas in your comments.
Bob Sutton
Great quotes. I especilly like“Fight as if you are right, and listen as if you are wrong.”
“…bosses ought to be judged by what they and their people get done and by how their followers feel along the way”
“Most people suffer from self enhancement bias.”
“Act like you are in control even when you aren’t.”
“Just because people can perform a job well doesn’t mean they should manage it.”
This book seems as though it would be a great resource to help leaders to get a better perspective of how they impact employees and how they may lessen their effectiveness more than they know
I assume which quote grabs depends on the person. This one grabbed me: “spark performance by expressing confidence (in fact, overconfidence) in all your people”. I love this from any boss though I don’t let on much.
How do we get the free book?
“…bosses ought to be judged by what they and their people get done and by how their followers feel along the way”
Definitely so very, very true. There ought to be some form of reverse governance for bosses.
Though I am late to share my comment, I strognly feel pushy to express my opinion on the following quotes.
“Fight as if you are right, and listen as if you are wrong.” It looks sound but what happens when 99% people are dishonest and 1% i.e. only you are honest. I believe that you might claim honesty but actually you are the real culprit before others. So, the statement holds true when there are substantial number of people who can support your opinions, ideas and beliefs. Then only you have guts to fight, otherwise , I think the person should find the ways not to fight where he thinks that he can not change. In fact when he fights, he will be changed and that is a huge personal time, energy and career loss. The best way is to find other ways.
*When people have no information they fill the vacuum by inventing and spreading false …explanations.” I absolutely agree. When there is information paralysis occurs, incompetent flourish and competent suffers. People play politics, unethical practices mainly due to lack of information or by distorting information.
The following quote grabs my attention;
“… People who know the most are sometimes the least vocal and pushy.”
“Fight as if you are right, and listen as if you are wrong.” It is because right and talented people feel to be quite than to compete with incompetent. Leader can play crucial role by interfaring, intervening and questioning the people who speak always and more. This may boost confidence and restore trust.
Great quotes from the book. Thank you for sharing.
The one quote about about the people who know are the least to speak up…very very true. Thanks for the give away too!
Know details about an organizational strategy and need is very easy but implementing them in an appropriate way is quite difficult. An effective management can do it without any problem. A leader also responsible for this. The person involve in this have to posses some specific talent and skill. For this they prefer coaching and training in an interval of time to keep them updated with time.