Management & Leadership
sari and
Management & Leadership
Instead of telling people what I think of a proposal, a product, a feature, whatever, I ask them instead what they think. Were they thrilled with it? Absolutely love it? Most of the time I would hear, “It's okay,” or “It's not bad.” They would surmise from my facial expression that this wasn't the answer I was looking for. Come back when you are... See more
Frank Slootman • Amp It Up: Leading for Hypergrowth by Raising Expectations, Increasing Urgency, and Elevating Intensity
sari and
Establish a shared foundation
Before you introduce a new room to the team’s architectural diagrams, you must make sure everyone had the same original plan in mind. It would not do for you to suggest let us add another floor but in your head, the original plan was a 2-story house and in your colleague’s mind, it was a... See more
phoebe and
Jeff Bezos: the most senior person at a meeting should speak last https://t.co/fcEJIiH2q3
Vala Afsharx.comShreyas Doshi on Pre-Mortems, the LNO Framework, the Three Levels of Product Work, Why Most Execution Problems Are Strategy Problems, and ROI vs. Opportunity Cost Thinking
Lenny Rachitskylennysnewsletter.com
When you start managing someone, use your 1:1s in the first couple of weeks to understand their Context. Most new managers focus solely on Content (projects/goals/blockers). But Context + Content lets you move faster from Rapport to Credibility to Trust.
Example 1:1 questions:
Shreyas Doshitwitter.com
