More on this book
Community
Kindle Notes & Highlights
I got along with everyone.
A MANAGER’S JOB IS TO . . . build a team that works well together, support members in reaching their career goals, and create processes to get work done smoothly and efficiently.
Your job, as a manager, is to get better outcomes from a group of people working together.
help your team achieve great outcomes.
problems with coordination and motivation typically chip away at the benefits of collaboration.”
purpose, people, and process.
why does our work matter?
The first big part of your job as a manager is to ensure that your team knows what success looks like and cares about achieving it.
you have to enjoy the day-to-day of management and want to do it.
Do I Find It More Motivating to Achieve a Particular Outcome or to Play a Specific Role?
Do I Like Talking with People?
Can I Provide Stability for an Emotionally Challenging Situation?
you can either grow as a manager or as an “individual contributor.”
“10x engineer”—someone whose output is the equivalent of ten typical engineers—is
the best outcomes come from inspiring people to action, not telling them what to do.
eschew
What will be my scope to start, and how do you expect it to change over time? How will my transition be communicated?
What does it mean to do a great job versus an average or poor job?
What better way to set the tone that it’s okay to talk about anything than by diving headfirst into revealing a personal vulnerability?
Change is a prerequisite for improvement,
A manager’s job is to get better outcomes from a group of people working together through influencing purpose, people, and process.
I recommend no less than a weekly 1:1 with every report for thirty minutes, and more time if needed.
be honest and transparent when it comes to how you are evaluating performance.
what your expectations are and where he stands.
there is enormous power in expressing vulnerability:
HELP PEOPLE PLAY TO THEIR STRENGTHS
they discover what is unique about each person and then capitalize on it,”
the things a person cares about must also be what the team
if you don’t believe someone is set up to succeed in his current role, the kindest thing you can do is to be honest with him and support him in moving on.
“What I think is brutal and ‘false kindness’
is keeping people around who aren’t going to grow and prosper.
that your relationship is a two-way street.
Does my feedback lead to the change
Am I Giving Feedback Often Enough?
Strive for at least 50 percent positive feedback
watch out for only ever giving task-specific feedback.
devote a single 1:1 every month to just discussing behavioral feedback and career goals.
Is My Feedback Being Heard?
What you intend to say and what the listener hears are not always the same.
listener’s confirmation bias—our
the recipient often views the conversation as a threat,
make the listener feel safe, and to show that you’re saying it because you care about her and want her to succeed.
approach it with a sense of curiosity and an honest desire to understand your report’s perspective.
verbal confirmation: “Okay, let’s make sure we’re on the same page—what are your takeaways
The second is to summarize via email what was discussed.
same message many times and from many sources.
Does My Feedback Lead to Positive Action?
1. Make your feedback as specific as possible.
Use clear examples
Clarify what success looks and feels like.
