It took reviewing the paper copy, some reflection, and then reviewing my notes to find some common themes and interesting takeaways, much unlike The Art of Leadership, where the short-form essays allowed me to find the message without quite so much effort. As a leader, every manager must motivate and encourage his employees. He must also try to reconcile their individual needs with the goals of the organization. This required a lot of upwards management to handle (I personally got very good at creating bait for them to focus on so that the real work could continue elsewhere), and it just made for demoralized engineers and stressed-out middle managers (ask my wife and hairline). There are plenty of them, but once I started reviewing my notes, I began to see some common themes. Decisions take a long time to make, delaying progress. Be careful doing this for small, easy-to-reverse decisions

This chapter was a little hard to swallow, considering the author’s history of working at Facebook.Be explicit about the norms you want to set (e.g. Q&A expectations, hard questions, silly questions).

The negotiator represents the organization in reaching agreements with other organizations, such as contracts between management and labour unions. You’ve been told since you learned to talk, “If you don’t have anything nice to say, don’t say anything at all.” Now all of a sudden, it’s your job to say it. You’ve got to undo a lifetime of training.” - Kim Scott, Radical Candor. In this role, every manager has to perform some duties of a ceremonial nature, such as greeting the touring dignitaries, attending the wedding of an employee, taking an important customer to lunch, and so on.While this brought some success, it also made learning harder (it prevented any mentorship or coaching) and could lead to issues that would otherwise have been avoided if I had just asked for a little help. In this role, the manager must divide work and delegate authority among his subordinates. He must decide who will get what. Really good. One of my most highlighted books of all time. I learned so much about being a manager, and my management skills (and our team’s effectiveness and happiness) immediately improved after I started to do some of the things that Julie recommends. 🔍 How I Discovered It

By reducing my individual contributions and increasing my management tasks, I got more from my teams than I ever could have contributed alone; however, some of my bosses didn’t like or understand this one bit. There are many approaches to management; however, you often need to match your management style to the team, the organization, and the team’s current state (e.g., chaos mode, learning mode, etc.). Her co-workers became her employees overnight, and she faced a series of anxiety-inducing firsts, including agonising over whether to hire an interviewee; seeking the respect of reports who were cleverer than her; and having to fire someone she liked. Like most first-time managers, she wasn’t given any formal training, and had no resources to turn to for help. It took her years to find her way, but now she’s offering you the short-cut to success. With these tips in mind, we have the power to make our meetings productive and actually accomplish what we set out to do. Chapter 7: Hiring WellIn this role, managers need to monitor the latest happenings in and outside the organization, have to disseminate relevant information to the subordinates and at times, need to act as spokespersons of the organization to interact with the media and people at large. 2. Decision-Making Role : Learn about your reports — what are their strengths? How do they want to be recognized? How do they want to be supported?