“Nevertheless, these relationships are core to your job. They determine whether you can fulfill your three responsibilities as a manager: 1) to create a culture of guidance (praise and criticism) that will keep everyone moving in the right direction; 2) to understand what motivates each person on your team well enough to avoid burnout or boredom and keep the team cohesive; and 3) to drive results collaboratively. If you think that you can do these things without strong relationships, you are kidding yourself.”

“There is a virtuous cycle between your responsibilities and your relationships. You strengthen your relationships by learning the best ways to get, give, and encourage guidance; by putting the right people in the right roles on your team; and by achieving results collectively that you couldn’t dream of individually. Of course, there can be a vicious cycle between your responsibilities and your relationships, too. When you fail to give people the guidance they need to succeed in their work, or put people into roles they don’t want or aren’t well-suited for, or push people to achieve results they feel are unrealistic, you erode trust.”

“Your relationships with your direct reports affect the relationships they have with their direct reports, and your team’s culture. Your ability to build trusting, human connections with the people who report directly to you will determine the quality of everything that follows”

“ Your relationships with your direct reports affect the relationships they have with their direct reports, and your team’s culture. Your ability to build trusting, human connections with the people who report directly to you will determine the quality of everything that follows.”

做为boss想要成功，要和团队相互给guidance，让整个team一起为同一个方向努力去实现团队和个人的目标。这需要简历足够的相互信任，让每个人在他的职责中去完成他的目标，然后通过树状结构把相同的概念传递给下一层。