Quotes About Development

To become somebody,first you need to be under somebodie's supervision.

Progress is the principle of the human race

To understand a man,' Napoleon once said, 'look at the world when he was twenty.

but the influence of the religion paralyses the social development of those who follow it. No stronger retrograde force exists in the world.

we confused the manager's general competence and maturity with his task-relevant maturity.

The single most important task of a manager is to elicit peak performance from his subordinates. So if two things limit high output, a manager has two ways to tackle the issue: through training and motivation.

All production flows have a basic characteristic: the material becomes more valuable as it moves through the process.

As for cultural values, management has to develop and nurture the common set of values, objectives, and methods essential for the existence of trust. How do we do that? One way is by articulation, by spelling out these values, objectives, and methods. The other, even more important, way is by example. If our behavior at work will be regarded as in line with the values we profess, that fosters the development of a group culture.

How is this done? By applying Grove's Principle of Didactic Management, "Ask one more question!" When the supervisor thinks the subordinate has said all he wants to about a subject, he should ask another question.

If you only understand one thing about building products, you must understand that energy put in early in the process pays off tenfold and energy put in at the end of the program pays off negative tenfold.

Insufficiently trained employees, in spite of their best intentions, produce inefficiencies, excess costs, unhappy customers, and sometimes even dangerous situations. The importance of training rapidly becomes obvious to the manager who runs into these problems.

The subordinate did poor work. My associate's reaction: 'He has to make his own mistakes. That's how he learns!' The problem with this is that the subordinate's tuition is paid by his customers. And that is absolutely wrong.

our role as managers is, first, to train the individuals (to move them along the horizontal axis shown in the illustration on this page), and, second, to bring them to the point where self-actualization motivates them, because once there, their motivation will be self-sustaining and limitless.

you need to develop a higher tolerance for disorder. Now, you should still not accept disorder. In fact, you should do your best to drive what's around you to order.

The review is usually dedicated to two things: first, the skill level of the subordinate, to determine what skills are missing and to find ways to remedy that lack; and second, to intensify the subordinate's motivation in order to get him on a higher performance curve for the same skill level (see the illustration on this page).

By elevating someone, we are, in effect, creating role models for others in our organization.

We all have a hard time saying things that are critical, whether we're talking to a superior employee or a marginal one. We must keep in mind, however, that no matter how stellar a person's performance level is, there is always room for improvement. Don't hesitate to use the 20/20 hindsight provided by the review to show anyone, even an ace, how he might have done better.

When products and services become largely indistinguishable from each other, all there is by the way of competitive advantage is time. And that's where the second critical development of the eighties comes in—e-mail.

In Technology, whatever can be done will be done

As we throw ourselves into raw actions, our senses and instincts will rapidly be honed again

I am going to build something big for you.

Programmers need to learn about the business problem that needs to be solved.

Dave West of Forrester Research came up with a term for this: "Water-Scrum-Fall."6) In other words, they've become the most efficient waterfall team that they can be.

Each day as I travel through downtown Tucson, I am amazed at how quickly the most ancient of human behaviors have changed. For as long as there have been Homo sapiens - roughly 200 000 years - people have filled their lives principally with two activities: talking directly with other people, and doing physical things.