First Break All the Rules Chapter 2

Continuing from chapter one, where the 12 questions are laid out and the first 6 are declared to be basic, chapter two says:

"To warrant positive answers to these questions from his employees, a manager must be able to do four activities extremely well: select a person, set expectations, motivate the person, develop the person. These four activities are the manager's most important responsibilities. You might have all the vision, charisma, and intelligence in the world, but if you cannot perform these four activities well, you will never excel as a manager." p. 59 (italics theirs)

And they continue on page 67 (emphasis theirs):
"People don't change that much.
Don't waste time trying to put in what was left out.
Try to draw out what was left in.
That is hard enough.

"If you apply their insight to the core activities of the catalyst role, this is waht you see:

*When selecting someone, they select for talent...not simply experience, intelligence, or determination.
*When setting expectations, the define the right outcomes...not the right steps.
*When motivating someone, they focus on strengths...not on weaknesses.
*When developing someone, they help him find the right fit...not simply the next rung on the ladder."

<idle musing>
Of course, the problem is in applying it :) We are doing a chapter a week, so I will be posting on this book about once a week. We'll see how I do at applying this stuff. It is equally valid in more than just work, seems like the advice about trying to change someone applies in marriage and friendships, too...
</idle musing>