“In any business, people spend a long time learning about a particular specialty, with the goal of becoming an expert in that field. Usually we do this because we are rewarded for that expertise. In the music industry’s heyday, being an executive who signed enough artists who sold lots of records meant you worked your way up from an associate to a VP, and ultimately to executive VP. You might even have been anointed president. The troubling thing about becoming an expert, though, is that we become entrenched. We put on blinders, rendering us unable to see anything beyond what is happening directly in front of us” (page 97).
“An MBA student told me about a manager at a company where he worked who hated to deliver unwelcome information. A situation arose in which he had to tell a member of the department that he was terminating her employment, so he called her into his office at the end of the day, presumably to deliver the bad news. The next morning, she showed up for work, as usual. He had been so vague in his meeting with her that she had no idea her manager had fired her. …Delivering bad news takes special thought and planning” (pages 196).
Fundamentals of Project Management, Fifth Edition by Joseph Heagney
“By the end of the project, during project closure, you will have created an all-inclusive, comprehensive checklist of actions. You and your team will then review your performance during the project and confirm that all actions are complete. By doing this, you and your team will improve by having answered the question, ‘How did we do?’ It has been my experience that, almost invariably, one or two actions will be questionable. Occasionally, while reviewing the questionable actions, the project team will discover that an item was not completed. Perhaps nobody owned the task, or two members did, assuming the other did the work. Whatever the reality, this is a powerful redundancy check (a recurring theme during project closure) for you and the team to be sure that all necessary actions have been accomplished” (page 206).
Hiring & Firing (The Brian Tracy Success Library by Brian Tracy
“In psychology, we know that previous achievement lays down a mental template in the individual. After a person has achieved something worthwhile, nothing will satisfy him but to achieve something even greater in the future. People with past histories of achievement will strive to duplicate that performance working for you if you give them the opportunity” (page 34).
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