## Metadata - Author: [[Mark Horstman]] - Full Title: The Effective Manager - Topics: [[Management (Index)]] - Category: #books ## Summary ### Introduction * Your first responsibility as a manager is to **achieve results**. * Your second responsibility as a manager is to **retain your people**. * Be direct, and be kind doing it. * Through strong relationships with your directs, ensure that they apply the same management principles towards their directs (your skips). * Don’t be friends with your directs, but friendly. You can’t have different levels of friendship with your directs. ### One on ones * **Critical behavior: get to know your people** * Biggest leverage as a manager: a trusting relationship with those whom you manage. * Talk to your directs frequently about things that are important to them. * A meeting with each of your directs * Scheduled and held weekly at the same time * Signals “you’re always going to have time with me” * If done less often, you’ll get interrupted frequently by your directs * Lasting for 30 to 60 minutes * The direct's issues are primary * The manager takes notes – increases the conversation’s importance * Capture deliverables: **D** – in combination with the person’s initials, e.g. D DK * Capture communications: **C** * For D and C: Capture **who does** **what** **by when**. * Capture feedback: **F+** (positive) or **F-** (negative) – allows you to collect data during the next review (alternatively, keep a feedback log for each direct that you can access via Google Search Engines – e.g., dk-log opens DK’s log) * The meeting doesn’t take place in public, but in a closed meeting room. * Agenda: * Minutes 0-10: the direct’s talking time – topics: whatever is important to them * Key: Let the direct go first. * Start with the question: “How's it going?” “How are you?” * Don’t cut off the direct after 10 minutes if they have more to share. The agenda is there to facilitate the purpose of getting to know them. * Minutes 11-20: the manager’s talking time – ask for updates, assign new work * Don’t send the direct your items beforehand, or they’ll use their time to address your points. * Minutes 21-30: talk about the future – big picture ### Feedback * Critical behavior: **communicate about performance** * **Goal: encourage effective future behavior** * Positive feedback is a much more powerful tool than negative feedback. * Two types of feedback: * Standard feedback: about small behaviors * Systemic feedback: addresses the moral hazard of a direct committing to new behavior but then failing to follow through. May need organizational sanctions. * How to deliver feedback: * Step 1: Ask the direct whether you can give them some feedback. This increases the likelihood they’ll change their behavior. Honor a “no” response. * “Hey, can I give you some feedback?” * Step 2: Tell the direct what they did well or what she did that we would like them to change. * “When you (insert behavior)…” – focus on behavior, not character * Step 3: State the impact that the direct's behavior has had * “Here's what happens” * Step 4: Either ask for a change in behavior or say thank you for behavior that you want to encourage. * “Could you change that?” “Can you do that differently?” * When to deliver feedback: * Whenever possible, it's best for managers to give feedback immediately after they see, hear, or notice the behavior. * Go through this three-question checklist before giving feedback. If you do pass the checklist, deliver the feedback. Otherwise, delay or defer. * Question 1: “Am I angry?” If you're angry, don't give feedback. * Question 2: “Do I want to remind or punish?” If you want to punish, don’t give feedback. * Question 3: “Can I let it go in terms of how I feel?” * If the direct gets defensive, give in. Smile, apologize, walk away. You’ve made your point. * Don’t discuss extensively what happened unless it has clear implications for the future. * If you’re new to giving feedback, only give positive feedback in the first eight weeks. ### Coaching * Critical behavior: **ask for more** * Coaching is a systemic effort to improve the performance of a direct in a specific skill area. * Push each direct into moments of distress and pay attention to when they start to lose effectiveness. * How to coach: * Step 1: Collaborate to set a goal * DBQ: Deadline, Behavior, Quality * Describe a behavior or a result that you want to achieve by a date when we want it achieved. * Urgency: Create short-term tasks and give short deadlines * Don’t assign reading, but rather reporting to the manager that reading * Step 2: Collaborate to brainstorm resources * Step 3: Collaborate to create a plan * Step 4: The direct acts and reports on the plan * The direct reports during weekly one-on-ones towards the end of the session. ### Delegation * Critical behavior: **push work down** * What _not_ to delegate: * Your new responsibilities – learn them first, master them, before you consider delegating * What to delegate: * Reporting * Running meetings * Preparing presentations * Whom to delegate to – look at these areas of your directs’ abilities: * What they're good at * What they like to do * What they need to do * What they want to do * Disregard what you’re good at, or what you like to do. This isn't about you. * How to delegate: * Step 1: State your desire for help * Step 2: Tell them why you're asking them specifically * Step 3: Ask for specific acceptance * Step 4: Describe the task or project in detail * Step 5: Address deadline, quality, and reporting standards * “Delegating to the floor”: the direct stops doing something %% ## Highlights - Your First Responsibility as a Manager Is to Achieve Results ([Location 348](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=348)) - The problem with not having clearly delineated responsibilities is that you can't make intelligent choices about where to focus. ([Location 364](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=364)) - “What results do you expect of me?” “What are the measures you're going to compare me against?” “What are the objective standards?” “What subjective things do you look at to round out your evaluation of me?” ([Location 368](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=368)) - Your Second Responsibility as a Manager Is to Retain Your People ([Location 384](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=384)) - Replacing employees is expensive. ([Location 388](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=388)) - The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People ([Location 392](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=392)) - The four critical behaviors that an effective manager engages in to produce results and retain team members are the following: Get to Know Your People. Communicate about Performance. Ask for More. Push Work Down. ([Location 413](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=413)) - Every ([Location 438](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=438)) - People and their behaviors are what deliver results to your organization. (Not systems, not processes, not computers, not machines.) ([Location 445](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=445)) - Here's a test of that knowledge. What Are the First Names of All of the Children of the People Who Report Directly to You? ([Location 465](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=465)) - We call this, by the way, The Direct Relationship Acid Test. ([Location 469](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=469)) - biggest leverage of all: a trusting relationship with those whom you manage. ([Location 477](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=477)) - Most managers, however, have no idea how one-sided their conversations are with their team members. They have no idea how little influence those brief conversations actually have on building relationships. ([Location 488](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=488)) - Your directs don't see you as a nice person. I'm not saying you're not a nice person—I believe you are, and your directs probably believe so, too. But that's not how your directs see you. They see you as their boss. It's a hard truth, but one worth remembering. Because of the power of your role, your directs don't see you the way you see yourself. ([Location 506](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=506)) - that, for the vast majority of us managers, we have a sign on our forehead. It's visible to all of our directs, and it says, Watch out. I'm your boss. I could fire you. ([Location 510](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=510)) - It's likely that, when you talk to your directs, you're blind to the effect that your role power has on them. Just because you're “chatting” doesn't mean you're building a relationship. What's happening in your directs' mind is probably closer to this: “I'm waiting for a task assignment.” ([Location 526](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=526)) - the binding and distinctive element of teams that outperform others is the amount of trust that they build and engender among their members. ([Location 552](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=552)) - If you're going to create trust and trusting relationships with your directs, then, you're going to have to talk to them frequently about things that are important to them. ([Location 559](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=559)) - Getting to know your directs accounts for 40 percent of the total value created by engaging in the four critical behaviors. ([Location 572](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=572)) - The Second Critical Behavior: Communicate about Performance ([Location 581](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=581)) - Performance communication accounts for 30 percent of the total value created by engaging in the four critical behaviors. ([Location 628](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=628)) - The Third Critical Behavior: Ask for More ([Location 631](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=631)) - if you want great results and retention, you have to be willing to constantly raise the bar on performance. ([Location 633](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=633)) - The ideal place for your directs to be for maximum output/results is right on the line between distress and eustress, almost over the line into fear, but not quite there. They should have lots of energy but not panic. The only way to know where that line is, for each direct, is to push each direct into moments of distress and pay attention to when they start to lose effectiveness. Everyone has his or her own point of diminishing returns. The way you do that is to ask for more. ([Location 651](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=651)) - Asking for more accounts for roughly 15 percent of the total value created by engaging in the four critical behaviors. ([Location 669](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=669)) - The Fourth Critical Behavior: Push Work Down ([Location 670](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=670)) - while the first three parts of the “Management Trinity” create value for the team, “pushing work down” creates capacity for the organization. ([Location 675](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=675)) - The direct should do the job and not the manager, because the direct is cheaper labor. If we can achieve an acceptable quality level with less cost, for all but the most important things we do, we should do so. ([Location 685](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=685)) - The question becomes, in a world in which everyone is busy with too much to do, “What work is most valuable to the organization?” That's the work we have to get done, right? And, in a general sense, the more important work of the organization is being done at higher levels. ([Location 696](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=696)) - What this means for us managers is that we have to learn to share our work (that which we can share, which is probably most of it) with our directs. ([Location 700](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=700)) - Pushing work down accounts for roughly 15 percent of the total value created by engaging in the four critical behaviors. ([Location 703](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=703)) - However you manage, your techniques, behavior, and philosophy must be both teachable to others and sustainable. What does this mean? It means that you have to be able to teach others how to do what you do, and you have to be able to continue to apply those same teachable behaviors and externally visible skills and abilities, in different roles, in different organizations, through different economic conditions, wherever you are, for long periods of time. ([Location 723](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=723)) - What does it say about the most important systemic behavior in every organization that the majority of us learned how to do it from others who were never taught it and who privately worried that others would discover that they didn't truly know what they were doing? A large portion of the answers we get at Manager Tools to the question, “What's your approach to managing?” is “It's just who I am.” Or, “It's my personality.” ([Location 753](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=753)) - To sustain organizational growth, new managers must be created, and the way to create new managers is to teach them before they move into the role. ([Location 793](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=793)) - Critical Behavior Manager Tool Get to Know Your People One On Ones Communicate about Performance Feedback Ask for More Coaching Push Work Down Delegation ([Location 884](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=884)) - Know Your People—One On Ones ([Location 901](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=901)) - One On One? It is a meeting That is scheduled That is held weekly That lasts for 30 minutes That is held with each of your directs In which the direct's issues are primary In which the manager takes notes ([Location 902](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=902)) - have the O3 with you at the same time every week. ([Location 910](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=910)) - The value of having One On Ones is that by doing this you are saying to your directs, “You're always going to have time with me. I'm always going to be investing in the relationship.” ([Location 913](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=913)) - If it's not on your calendar, it's unlikely to get done. If you don't schedule One On Ones, they're just not going to happen. ([Location 929](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=929)) - Why is scheduling so important? Directs whose managers have started O3s tell us two key things: (1) “My boss is saying I'm important,” and (2) “I have time to prepare.” ([Location 942](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=942)) - If you implement Manager Tools One On Ones, we guarantee that you will get more time back in your calendar than you spend in having them. ([Location 991](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=991)) - It is best to conduct your One On Ones on a weekly basis. The simplest reason for this is that you probably think about your work life in weekly increments. ([Location 1000](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1000)) - Directs tell us over and over again that they prefer having weekly O3s. It matches the rhythm of their work. ([Location 1019](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1019)) - There's another benefit to holding weekly O3s that is lost if you go to biweekly O3s: a significant reduction in interruptions. If you're not doing One On Ones now, and you're like a lot of managers, you probably get interrupted frequently by your directs. They “have a quick question,” or they “just need a minute.” And that minute often turns out to be 10 minutes. ([Location 1021](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1021)) - 30-Minute Meeting Our data show that 30 minutes is the magic number for scheduling time for O3s. There's no benefit to going longer than 30 minutes, and going longer generally causes a reduction in “compliance.” Managers who schedule O3s longer than 30 minutes mean well, but often they cancel them more frequently—so much so that directs make note of it. ([Location 1067](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1067)) - By studying meeting behavior, we've also learned that it's better to have a jam-packed meeting that lasts 30 minutes than to have a relaxed meeting that is scheduled for an hour but for which you only have 40 to 45 minutes' worth of content. ([Location 1086](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1086)) - With Each of Your Directs If you're going to do O3s, you've got to do them with all of your directs. ([Location 1095](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1095)) - If you do have a special case for one or two directs, there's nothing wrong with spending more time with them than with other team members. Just do it at a time other than your One On One. ([Location 1103](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1103)) - You should not hold One On Ones with anyone other than your direct reports. This means that you don't do One On Ones with people who report to your directs. (A caveat: you can do peer One On Ones with, say, other managers who report to your boss and with whom you need to maintain a strong relationship.) ([Location 1109](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1109)) - “direct” means someone who reports directly to you. It doesn't mean anyone in your organization. ([Location 1116](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1116)) - Doing One On Ones with your “skips” is a very bad idea. (“Skips” is a large organization's term for someone who reports to one of your directs. “Directs” are the people who report directly to you. And “skip level” is used if you have to skip a level in the organizational chart to get to them.) How DO you “stay in touch” with those in your organization who are “below” your directs? First, insist on your subordinate managers doing One On Ones with their directs. Your immediate subordinate managers are responsible for their relationships with their directs. The way you maintain your relationship with your skips (and even levels below that, if it applies to you) is by keeping a strong relationship with your directs and relying on them to maintain relationships with theirs. Any other model for this just doesn't scale. ([Location 1117](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1117)) - Manager Takes Notes ([Location 1130](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1130)) - manager taking notes actually elevates the conversation, making it more important. ([Location 1137](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1137)) - There are some specific areas we recommend you pay special attention to when you take notes in each O3. We recommend that you have some distinctive way to capture deliverables. When we say distinctive, we mean that you can immediately see it quickly, every time, at first glance, at any O3 form on your desk. ([Location 1161](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1161)) - We recommend that you capture communications or responsibilities in a different way. We apply the same distinctiveness principle to any notes that require us to engage in any form of communication, with anyone. These could probably be classified as deliverables as well, but we and others have found that making the distinction is helpful. Maybe you would use a rectangle or a double underline. ([Location 1170](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1170)) - Whatever technique, form, or style you use to capture the feedback you've given, it ought to be easily visible and immediately obvious to you. I use a capital F with a plus or a minus next to it, and the recipient's first initial, with usually some indication of what the feedback was about. ([Location 1182](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1182)) - F+, W, CT perf. Improved (I gave positive feedback to Wendii, one of my directs, for the improvement in Career Tools podcast listening stats.) ([Location 1189](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1189)) - Where to Conduct One On Ones ([Location 1199](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1199)) - Don't do a One On One in public. One On Ones are like feedback in the sense that they are for the private use of one individual. ([Location 1201](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1201)) - Micromanagement is the systemic and routine application of an intrusive relationship such that the manager assigns a task, explains what to do, how to do it, insists on total process compliance, and then observes the work in real time, correcting the work as it is being done, and, in the event of divergence from standards, taking OVER the work and completing it himself. A demanding boss is not a micromanager. Asking for reports is not micromanaging. Expecting updates is not micromanaging. Asking for one meeting a week is not micromanaging someone. ([Location 1277](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1277)) - Before trying to get more of everything done, get the most important things done first. This is a simple argument that it's better to try to first achieve results through effectiveness—doing the right things, the valuable things, the important things—before trying to achieve results through efficiency—doing the same work in less time. Work on the right things first. ([Location 1362](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1362)) - There are three forms of power or influence in organizations. Role power, that which the organization grants you to compel others to act for the organization; relationship power, your own ability to change behaviors of others because of their knowledge of, and trust in, you; and expertise power, others' perception of your technical, industrial, or topical knowledge that causes them to follow your guidance. ([Location 1410](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1410)) - The agenda is simple: first, 10 minutes for your direct to speak, then 10 minutes for you to speak, and then 10 minutes to talk about the future. The most important item on the agenda is “first”: the key to the agenda is letting your directs go first. ([Location 1437](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1437)) - The direct goes first and talks about whatever the direct wants to talk about. There is no agenda other than the three 10-minute segments. ([Location 1441](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1441)) - Start each O3, every time, with every direct, no matter what, with the same first question. It eliminates the need to be creative, it increases the brainpower you put into listening to the answer rather than the question, and it simplifies your work. ([Location 1446](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1446)) - questions you can ask are: “How's it going?” “How are you?” “How are things?” “Your agenda—what have you been up to? What's going on?” ([Location 1453](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1453)) - Whatever you do, don't ask a question you expect a real or detailed answer to. ([Location 1458](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1458)) - Also, it's not a good idea to send a direct a list of topics that you're going to talk about. In theory, this makes good sense: the direct will be prepared, and the meeting will be more efficient. What actually happens in far too many cases is that the direct will actually spend time in their portion of the agenda addressing your list. ([Location 1477](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1477)) - managers who share a list of topics in advance step on the direct's agenda, reducing the direct's satisfaction with the meeting. ([Location 1481](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1481)) - Are One On Ones personal or work related? One On Ones create a forum for both. Trust your directs to choose to talk about what's important to them. ([Location 1496](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1496)) - probably you will ask for updates on ongoing work, assign new work, ask about problems with existing work, plan for upcoming work, and share ideas for potential new work. ([Location 1499](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1499)) - The last 10 minutes of your O3s give you an opportunity, periodically, to talk about the future. You probably will only have time to do so once every 20 sessions, because, as we'll discuss, 30 minutes probably isn't long enough to cover everything that you and your direct want to cover. Discussing big-picture or future plans with your directs two to three times a year is probably about right. ([Location 1515](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1515)) - The agenda is there to facilitate the purpose. If the agenda is getting in the way of the purpose, you jettison the agenda to get to the purpose. If you cut a direct off and the direct still has more to share with you, within reason, what you're doing is putting the agenda ahead of the purpose. ([Location 1547](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1547)) - Our data show that you can get roughly 80 percent of the value from a phone O3 that you get from a face-to-face O3. ([Location 1628](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1628)) - With both of these ideas—social obligation and implied secrecy—friendships run afoul of a manager's professional obligations. A manager cannot expect to be treated as a professional if she at times accepts the different set of moral obligations that friendship also implies. ([Location 1759](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1759)) - You cannot be friends with your directs, but yes you can be friendly with them. ([Location 1779](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1779)) - You can't be friends with ANY of your directs. You CAN behave in a friendly way to all of your directs. You can't behave in a friendly way to some of your directs—even if they're not friends—without behaving similarly with all of your other directs. The biggest problem with having differing levels of friendship—from actual friends to friendly behaviors to no special relationship at all—is the perception effect. Even if you genuinely aren't friends with a direct, if you then behave in a friendly way toward her while not behaving similarly with others, this will be seen as a form of friendship and will be a cause for concern. ([Location 1797](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1797)) - focusing on Horstman's Law of Project Management: WHO does WHAT by WHEN. ([Location 1863](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1863)) - Avoid times right before and after staff meetings, or regular meetings with your boss. Don't choose Monday morning, because meetings slow people down, and you don't want to slow them down at the start of the week. Don't choose Friday afternoon, because if your O3 gets stepped on, you won't have time to reschedule. ([Location 1946](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1946)) - For 12 weeks, don't introduce any other new management behavioral change. Just work on One On Ones, for 12 weeks. ([Location 1986](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=1986)) - The purpose of performance communications (and therefore feedback) is to encourage effective future behavior. ([Location 2091](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2091)) - focus on something that you (and they) can do something about. ([Location 2096](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2096)) - Regardless of whether your direct was ineffective or effective this morning, the true purpose of any performance communication about either situation is exactly the same: you want more effective behavior in the future. ([Location 2103](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2103)) - The first step of the Manager Tools Feedback Model is simple: ask your direct if you can give the direct some feedback. ([Location 2116](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2116)) - Asking (and honoring a “no” response, if it is given) enables you to make sure that the direct is listening. ([Location 2128](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2128)) - Asking directs for permission to give them feedback significantly increases their appreciation for your giving them the feedback and also the likelihood of their effective future behavior. ([Location 2142](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2142)) - In step 2, we tell the direct what she did well or what she did that we would like her to change. We say, “When you (insert behavior)…” ([Location 2159](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2159)) - When you. By starting your sentence with these words, you encourage yourself to focus on the direct's behavior. ([Location 2226](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2226)) - In step 3, we state the impact that the direct's behavior has had. ([Location 2241](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2241)) - effective feedback isn't about waiting until there's a pattern, ([Location 2267](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2267)) - Beginning step 3 with “Here's what happens” will help you remember the Manager Tools Feedback Model and formulate the feedback properly. ([Location 2273](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2273)) - step 4, we either ask for a change in behavior or say thank you for behavior that we want to encourage. ([Location 2283](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2283)) - “Could you change that?” “Can you do that differently?” ([Location 2295](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2295)) - Whenever possible, it's best for managers to give feedback immediately after they see, hear, or notice the behavior. ([Location 2324](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2324)) - When you learn about something positive or negative that one of your directs does, decide to share it with the direct as feedback when you next have 30 seconds with the direct. ([Location 2358](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2358)) - “I only give (negative) feedback when I can chuckle about it.” That's a perfect attitude. He knows that if he can't chuckle about it, there's a chance he's going to deliver it with some negativity, perhaps even with some judgment or mild anger. ([Location 2394](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2394)) - Question 1: Am I Angry? If you're angry, don't give feedback. ([Location 2419](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2419)) - Question 2: Do I Want to Remind or Punish? ([Location 2431](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2431)) - Question 3: Can I Let It Go? If you can't let it go in terms of how you feel, we recommend that you do let it go by not giving the negative feedback. ([Location 2435](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2435)) - if you do pass the three-question checklist, go ahead and deliver the feedback. If you're not angry, if it's not about the past or about punishment, and if you can let it go, then go ahead and give the feedback. If you don't pass the three-question checklist, what should you do? You should either delay or defer. ([Location 2444](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2444)) - when your direct gets defensive, you needn't do anything at all about it, because you have already fired a shot across their bow. ([Location 2469](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2469)) - we recommend that you give in when a direct argues or gets defensive. Don't get drawn into a discussion ([Location 2481](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2481)) - Do not discuss with the direct what happened. None of these topics is about the future you want to focus on. ([Location 2483](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2483)) - Once you've given the feedback and the direct has pushed back, pause, smile, apologize, and walk away. You've made your point. ([Location 2484](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2484)) - Standard feedback is about small behaviors. Systemic feedback addresses the moral hazard of a direct committing to new behavior but then failing to follow through. We can tolerate directs who make mistakes. We cannot tolerate directs who repeatedly make commitments they don't keep. ([Location 2561](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2561)) - You use systemic feedback before you think about considering organizational sanctions, like a performance improvement plan. ([Location 2567](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2567)) - Give Only Positive Feedback for Eight Weeks Don't give any negative feedback as you're learning to use the feedback model. ([Location 2634](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2634)) - Great managers will tell you that they give out far more positive than negative performance communications. ([Location 2663](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2663)) - Positive feedback is a much more powerful tool than negative feedback. ([Location 2667](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2667)) - Manager Tools defines coaching as a systemic effort to improve the performance of a direct in a specific skill area. ([Location 2692](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2692)) - Our Coaching Model has four simple steps: Step 1: Collaborate to Set a Goal Step 2: Collaborate to Brainstorm Resources Step 3: Collaborate to Create a Plan Step 4: The Direct Acts and Reports on the Plan ([Location 2695](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2695)) - How do we set a goal? Easy. We describe a behavior or a result that we want to achieve by a date when we want it achieved. ([Location 2711](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2711)) - Manager Tools uses a goal structure called DBQ: Deadline, Behavior, Quality. ([Location 2715](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2715)) - We have to define what the measure of success is for the behavior we're expecting to change. ([Location 2722](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2722)) - You don't have to know how to get someone from start to finish to stop interrupting. You only have to know how to start them to learn how to not interrupt. ([Location 2759](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2759)) - give it a long deadline, it's unlikely to get done. That's what we've learned when it comes to coaching directs. Even when their development is necessary (because they're underperforming), the vast majority of directs struggle with long deadlines. ([Location 2834](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2834)) - urgency is a key driver of organizational behavior. ([Location 2842](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2842)) - the best way to help people improve is by creating short-term tasks. Deadlines that are going to be enforced but that are believed to be reasonable and reachable are a big facilitator of coaching success. ([Location 2845](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2845)) - we don't assign reading a chapter of a book, for instance. We assign the task of reporting (to the boss) that reading. ([Location 2875](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2875)) - Step 4: The Direct Acts and Reports on the Plan ([Location 2888](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2888)) - If we are coaching one of our directs, we expect the direct to brief us during the One On One on his or her progress for the week. As a general rule, we wait until the end of the O3. ([Location 2894](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2894)) - Just because work passes between you and your direct doesn't make it delegation. It might be a simple task assignment. ([Location 2968](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=2968)) - Delegating your new responsibility, the big black ball, is an extremely bad idea. Why? In part because you don't know how to do it yet. If you don't know how to do it, how are you going to help your direct to whom you delegate it learn how to do it? ([Location 3033](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3033)) - Don't ever delegate a new responsibility your boss has just given you to one of your directs. Learn it first, master it, before you consider delegating ([Location 3037](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3037)) - One of your small balls is a big ball to your direct. The direct doesn't know how to do the task, and the expectations are higher. ([Location 3050](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3050)) - The individual contributor stops doing something (or, more specifically, and to stay with the math, five small things). We call this “delegating to the floor.” ([Location 3072](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3072)) - Delegating has five steps. State your desire for help Tell them why you're asking them Ask for specific acceptance Describe the task or project in detail Address deadline, quality, and reporting standards ([Location 3087](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3087)) - “Sarah, I'd like your help.” ([Location 3092](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3092)) - Look for four areas of your directs' abilities to determine what to delegate to whom: what they're good at, what they like to do, what they need to do, or what they want to do. As a general rule, disregard what you are good at, or what you like to do. This isn't about you. ([Location 3106](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3106)) - What Should You Delegate? ([Location 3160](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3160)) - Reporting. Creating reports isn't an effective use of your time. The knowledge one gains from a report doesn't have to come through creating the report—just read it, ([Location 3164](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3164)) - Meetings. Stop running your meetings. Have one of your directs be a facilitator, that is, responsible for working with the agenda and facilitating the meeting. ([Location 3166](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3166)) - you are assigned a presentation, delegate it to a direct, and help the direct create the slide deck ([Location 3169](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3169)) - Be direct, and be kind doing it. That takes love. ([Location 3242](https://readwise.io/to_kindle?action=open&asin=B01H9E36OG&location=3242))