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Relentless focus on ones on ones combined with a fearless disposition of sharing some of Google's, Apple's –among others– manage
28 de junho de 2017
On this book Kim Scott was able to piece together everything she has learned about business into a complete and cohesive model on how to manage based on three pillars: to care personally; to confront directly; to practice all sorts of 1:1s.
I intensively study management practices, but it wasn't until last year that I had management experience with more than five direct reports. In 2016 I started a company in which I had 20 direct reports. I tried what I now know is called a "Ruinous Empathy" approach. I thought that just caring and showing that to employees would bring open conversations to the table. Interesting thing is that people loved me, but soon things started getting out of control. That's when I started an "Obnoxious Agression" approach, fired some of them and stopped caring so much ( now I know I share great part of responsibility for what happened there). As you may have noticed both approaches lack a delicate kind of balance. That is the balance Kim Scott tries so hard to achieve with her method and I can understand perfectly why.
Here you'll find insightful quotations from world's leaders sharing their beliefs.
Moreover, you'll often find phrases on the following format: "you might think you don't have the time to___, but ___" . That means the model here presented requires an intensive focus on people. You'll need skills, time and dedication for it to work out. I can not state if it works, but it is definitely a north to follow and seems to be doing really good to me. It reminded me of the transformative experience it was reading Carol Dweck's Mindset.
Let me help you grasp what this book is really about with more concrete terms. Here, you will read about:
Hiring: getting to know the candidate behind the mask as much as possible in a short period of time.
Firing: doing what is best for the employee, not the company.
Giving/Receiving Feedbacks How to deal with biases, corporate structure, trust, openness, humility.
Putting people on the right jobs: Are the hungry for growth or for improving on what they do now?
Meetings: Establishing structured meetings with clear purposes, facilitating meetings, setting it out on a corporate agenda.
Dig further (Some of the books that Radical Candor reminded me)::
On conversation: Crucial Conversations: Tools for Talking When Stakes Are High- Kerry Patterson
On meetings: Moments of Impact: How to Design Strategic Conversations That Accelerate Change- Chris Ertel ; Death by Meeting: A Leadership Fable about Solving the Most Painful; Problem in Business- Patrick Lencioni ; Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days - Jake Knapp
On Productivity: Scrum - Jeff Sutherland
Getting Buy in: Buy-In: Saving Your Good Idea from Getting Shot Down
On Change Management: Leading Change -John .P Kotter.
Creativity - Ed Catmull