Management and high performance
hiring, meetings, management frameworks, etc
Management and high performance
Your job as a company leader isn’t to assume they’ll see it the way you do. Your job is to clearly tell the story
Molly Graham • Layering and Being Layered
many people, including this person, carry the attitudes and habits they pick up at their first job around for quite a long time
Culture matters
I sometimes visualize meeting one person as the equivalent of meeting the Ocean’s 11 crew together at once, wrapped up in one human envelope—we each have distinct parts, and we tell a story to ourselves and the world that they are a coherent whole, but depending on the context different parts step forward into the light on the stage.
Graham Duncan Blog • What’s going on here, with this human?
When something isn’t getting done, it’s because the person a) doesn’t have the time b) doesn’t have the skill or c) has some sort of psychological block. The third case is surprisingly common.
Sam Gerstenzang • Operating well – what I learned at Stripe
• What are your goals for yourself? What steps are you taking to achieve them?
• When are you most energized at work? How can you do more of that?
• On a scale of one to ten, how challenged do you feel? How challenged would you like to feel?
Dan Rockwell • Set Goals That Strengthen Relationships
What you don’t want to happen is unsustainable stress, or for people to not share failure or tell you when you’re wrong. So you need to actively fight this as the leader by: a) asking for dissent (“does everyone agree this is the right path? Does anyone disagree”? and letting a silence hang until someone speaks) b) reward debate.
Sam Gerstenzang • Operating well – what I learned at Stripe
When judging people for leadership positions, or for jobs that require strongly synthetic abilities, you should consider how well they are capable of generating an understanding of context across a broad range of domains, including ex nihilo, so to speak.
Tyler Cowen • “Context is that which is scarce”
- Can we re-frame this in terms of the customer’s problem?
- What’s the soonest we could get this done?
- What would you need to get this done tomorrow instead of next week?
- What would we need to do to get twice as many customers? Ten times as many customers?
- How does this relate to our goal? Is this the most important thing we can do for our goal?
- What’s