The next thing you should do is convert your JSC to a Career Council, where you and non-competitive peers meet and help each other make good decisions in your new jobs.

We all now change jobs frequently. 12.3 times between ages 18 and 52,29 and one recent survey of technology company employees found that more than one-third “plan to look for a new job in the next few months.”30

You can’t build a career that’s built to last, but you make one that’s built to last longer. As the world keeps changing, you can get better at changing with it.

There’s a simple two-step process for creating a user manual on my book website, which you can download (see “Tools and Templates” at the end of this chapter for more information). As I’ve done with most of the exercises in this book, I recommend that you and your JSC do this together.

For example, Adam tells his teams (through his user manual) that he’s someone who can react too quickly and, if that were to happen on an important topic, they should persevere and trust that he will eventually slow down and hear them out. He may not end up agreeing with their proposed course of action, but, if they ask him to go slower, he will pu

The purpose is to describe how you work, including any of your weaknesses or foibles. You share this blueprint, user manual, or readme file (the same kind of document goes by three different names) with your team, as a way of asking them to help you be a better leader and helping them learn how to work with you.

Harvard and MIT, creates what he calls a blueprint or user manual when he starts a new job. (Note: if you are early in your career, then I recommend you ask your boss to create a user manual to help you understand how to work with them.)

two major digital overhauls that cost hundreds of millions of dollars and yet produced no tangible business or customer value.

She believed, however, that neither she, her cross-functional peers, the CEO, nor even the Board quite knew what they were doing. She asked if my team could organize