7: How to empower teams
120: Managers create Motivational Debt by being bossy. People don't want to be told what to do, they want to be asked. And they may not agree.
121: It is better to be "one-minute manager" than full time manager
122: People Managers don't know much about managing people. They never read:
First Break All The Rules, Peopleware, The 21 Irrefutable Laws of Leadership.
124: Giving power to your people doesn't diminish your own status. Quite the reverse. It is more likely to increase it.
125: Choose the right maturity level for the person:
Low Maturity: Low risk; like organizing integration parties
Medium Maturity: Medium Risk; interviewing job candidates
High Maturity: High Risk; Crucial product decisions for the company
126: Choose the right authority level:
- Tell - Tell what to do (no empowerment)
- Sell - Tell what to do, but try to sell to coworkers
- Consult - Ask for advice on decision, but decide yourself
- Agree - Ask for agreement on decision
- Advise - Delegate, but advise how it should be done
- Inquire - Delegate but inquire from time to time
132: See for: Delegation checklist for choosing right maturity level and authority level
134: Delegation is an investment. People first will be less performative than you yourself.
136: Explicitly stating what is your delegation checklist will help you discuss what can be improved, when you fuck up, with the person you report to. Relates to: Presentation - Being Explicit
136: Working environment should be perfectly balanced between wellbeing of employees and other requirements. Relates to: Your work shouldn't obstruct other people work
139: You earn trust from people just by simply doing stuff you committed to; see Building Trust
140: If you want to be trusted, then first trust yourself. Learn to create plans that you can fulfill.
143: To know what people think about you, just ask those questions:
- What is it that I should stop doing
- What is it that I should start doing
- What is it that I should continue doing