A great manager admits his own shortcomings, is not afraid to acknowledge he has a limited knowledge on a particular topic, and is ready to remodel his thinking at any time
I believe the best managers acknowledge and make room for what they do not know—not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.
The last 10% is 90% of the work.
It is a mistake to hire huge numbers of people to get a complicated job done. Numbers will never compensate for talent in getting the right answer (two people who don't know something are no better than one), will tend to slow down progress, and will make the task incredibly expensive.
The Brook's law states that when a person is added to a project team, and the project is already late, the project time is longer, rather than shorter. Brooks’ law is recognized as applicable to any complex endeavor involving lots of people interacting together, not just software engineering.
The results (ed. of the study): only 1 percent of the executives said managers should bother showing employees that their work makes a difference. If anything, many companies try to explain the value our work will have in our own lives, the benefits we will reap if we hit a goal, as opposed to the benefit that others will derive.
But remember our biology we are more inspired and motivated when we know we are helping biologically others.