balancing act. there's times you've got to push the humanity and times to push the performance. and you've got to strike that balance between the two. and obviously left extreme situations, it's not as time critical, but nonetheless, giving people predictability, bits of control, and also making clear to them you don't put your interests ahead of theirs, which was very clear in the minds and hallmark of great leaders everywhere. >> you actually put some quiz questions in your book "good boss, bad boss" and here's some of the questions you're asking people to ask themselves. maybe about their bosses, maybe some bosses. my boss is a terrible listener, true or false? my bothers is blind to his or her own weaknesses, true or false? and so if you end up checking true on all those things and you're saying, you know what? i don't think i have a good boss here. what do you do with that information? how do you help your boss be better? or how do you perform better
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