## Metadata - Author: [[Tania Luna]] and [[LeeAnn Renninger]] - Full Title: The Leader Lab - Topics: [[Management (Index)]], [[Leadership]] - Category: #books ## Summary - The authors co-founded [LifeLabs Learning](https://www.lifelabslearning.com/), a leadership and management training agency. They researched what great managers do differently. Based on that, they've now trained over 400k leaders and managers at more than 2k companies. - The authors identified **seven small behaviors** that are at the core of great management. They call these **Behavior Units**, or BUs for short. The authors argue that the following BUs come up in more management contexts than any other behaviors they studied: - ❓ **Q-step**: Ask a question and listen instead of immediately offering your own view. This helps you diagnose the situation (goals, obstacles) faster, develop other people's skills, and increase their ownership of the work. - This initially goes against your instincts as a new manager. You're likely still used to being an individual contributor who solves problems on their own. You need to learn to resist this urge so you can achieve great outcomes through and with the people you manage. - 🔙 **Playback**: Paraphrase and reflect back what you heard the other person say. This helps you create clarity, prevent misunderstandings, and build trust. Playbacks make others feel heard and understood, which motivates them to share more in the future. - 🔍 **Deblur**: Notice when communication is vague and unclear and ask to clarify. This prevents misunderstandings and leads to better decisions. - 👍 **Validate**: Notice and comment genuinely on things you appreciate about your direct reports and their behavior. This helps them feel valued and cared for, which builds trust, increases retention, and reduces stress. - 🔗 **Linkup**: Explicitly connect an action (the "what") to its goal (the "why"). This creates alignment and buy-in and avoids wasted effort towards the wrong goal. It also allows your direct reports to work more autonomously because they understand the desired outcome. - ⏸️ **Pause**: Regularly take breaks (of varying duration) from "doing" to rest and reorient. Cycle back and forth between periods of effort and periods of relaxation. This helps you sustain high productivity, avoid getting sucked into rabbit holes, and resolve conflicts faster. - 💡 **Extract**: Regularly step back and reflect on your experience. This results in faster learning than simply gaining more experience. Do such "after-action-reviews" on different timescales. Ask yourself what went well, what didn't go well, and what to do differently next time in a similar situation. - By **assembling multiple Behavioral Units into more complex behaviors**, you get to the **Core Skills** of management. The authors identified eight Core Skills that have the largest impact on management: - **Coaching**: Coaching is about helping your people develop the capacities they need to achieve great outcomes. It stands in contrast with directing and solving things yourself, which reinforces dependencies and fails to build your team's capacity. - All of the BUs introduced above are relevant to coaching. As a starting point, simply notice instances where you could ask a question instead of telling the other person what to do, and then try the former. - The authors introduce a coaching model they call the **SOON Funnel** (which is based on the popular GROW model). It involves a sequence of questions that start by exploring what Success looks like, what the current Obstacles are, what Options are available, and finally, what the Next Steps are. - **Feedback**: Feedback is information about the impact of someone's actions. It helps the recipient adjust or maintain their behavior to reach a goal. - The authors share a framework they call "**Q-BIQ**" for giving feedback. It stands for Question, Behavior, Impact, Question. - Q: Start by asking whether they are available to hear some feedback. This protects the other person's autonomy by giving them a choice. It also prepares them to receive your feedback. - B: If they consent, describe the specific behavior that you observed that you believe had a positive or negative impact. Describe it in a way that an objective camera would capture. Use clear language and avoid any interpretations or conclusions at this stage. - I: Next, describe what you perceive the impact of the behavior was, i.e., how it affected goals, values, or needs. This makes the feedback meaningful and fosters compassion and motivation. Often, the impact will be uncertain. If so, frame it as a guess/hypothesis. - Q: End with a question to pass the ball to the feedback recipient. Ask how they see it, what does and doesn't resonate with them, and what comes up for them as they hear your feedback. Another way to end could be to make a request for a specific change in behavior. - End by agreeing on next steps. Crucially, give the other person a choice about what they will do with your feedback. - **Productivity**: Increase everyone's productivity on your team via the following areas: - **Time awareness**: Keep track of how you spend your time, estimate time requirements ahead of time and calibrate your estimates with experience, use precise language when talking about time. - **Prioritization**: Have systems for identifying what you could work on and selecting the most important things. E.g., define three quarterly priorities, three most important tasks for the day, etc. - **Organization**: Have systems for consistently capturing tasks, close open loops around tasks e.g. by clarifying deadlines, outcomes, and responsibilities. - **Focus**: Stay on task without getting distracted. Eliminate internal and external distractions. Create spaces for prolonged deep work. - **One-on-ones**: Frequent meetings with every individual team member are a great way to build trust and increase engagement. These meetings also offer opportunities to celebrate progress, overcome obstacles, and give feedback. - Ryan and Deci's Self-Determination Theory suggests that the needs for autonomy, competence, and relatedness are key drivers of motivation. - Based on this, the authors came up with the CAMPS Model to create engagement. Below are the individual components and how they apply to one-on-ones: - **Certainty**: Schedule the meetings at the same time and day of the week and avoid canceling. Have a consistent meeting template. - **Autonomy**: Make one-on-one's your team member's meetings and give them autonomy in how to use the time. - **Meaning**: Regularly link up things to what matters to the person and the organization. - **Progress**: Keep track of goals and progress. Make time to share and celebrate things that went well. Have a standing agenda item to check in on personal development. - **Social inclusion**: Find ways to ensure the person feels like they belong to the group while also retaining a sense of individuality and uniqueness. - **Strategic thinking**: This involves anticipating and incorporating the future when taking action in the present, and recognizing the complexity of any situation you find yourself in. The authors recommend a few strategic thinking habits: - **Gap analysis**: Clearly define where you want to go (the goal), where you currently are, and what gap you need to close between those two. - **Linkup**: Recognize situations where the "why" behind the "what" is unclear, and link up. - **3 lenses**: To diagnose interpersonal challenges, look at the situation through three different lenses. - Personal: How is the person contributing to the situation? - Interpersonal: How am I/are others contributing to the situation? - Organizational: How is the team contributing to the situation? - **UC check**: Anticipate unintended consequences of a plan, e.g., by doing a pre-mortem. - **Inclusive planning**: Involve the right people at the right times in the planning and execution of a project. Ask yourself who might have relevant information, who might be affected by the decision/action, who might support or resist it. - **Meetings**: Use meeting time effectively and efficiently. Prepare in advance and course-correct during the meeting to get the outcome you want. - **Start meetings with 4Ps**: - Purpose: Why the meeting is happening. The most common purposes are to inform (share information), explore (generate ideas), or narrow (decide, plan). - Product: What the outcome of the meeting will be - Personal benefit: What will motivate the participants to contribute - Process: How to structure the conversation - **Leading change**: Help people respond well to change, and catalyze positive change for the organization. Recognize that change involves an "unfreezing" out of a previous state, followed by change and "refreezing" in a new and different state. Create a vision for the future and reduce uncertainty along the way. - **People development**: Regularly diagnose business and individual needs and make a plan for how to address them. Steps to consider include hiring new people, clarifying expectations, and individual development plans. Make development an ongoing theme by agreeing on goals and tracking progress. - **Business needs**: What capabilities does the organization need now? What about 1-2 years in the future? - **Individual needs**: Where do your people want to grow and develop? What goals and values do they have? - One behavior that distinguishes great managers is that they **constantly experiment and reflect** on their behavior and its outcomes. %% ## Highlights ### The Backstory - The best managers no longer manage people. They manage resources, processes, time, priorities, and even themselves. They catalyze results rather than control behavior. They help their team members achieve what neither the manager nor the team members could achieve alone. ([Location 426](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=426)) - **While leaders don't have to be managers, nowadays managers must be leaders. For this reason, we'll use the terms “manager” and “leader” interchangeably throughout this book** and equip you with skills to manage and lead well. ([Location 430](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=430)) - **The Surprising Skills That Matter Most** - For example, we learned there was no correlation between managers believing they were good listeners and their team members rating them as good listeners. ([Location 448](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=448)) - **One of the challenges with studying management is that it is a uniquely private practice.** Nearly all exchanges happen behind closed doors, whether physical or virtual. ([Location 453](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=453)) - **==We've come to call each small behavior we observed a Behavioral Unit (or BU for short).==** ([Location 465](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=465)) - **While great managers exhibit dozens of BUs, there is a foundational set of seven that come up in more contexts than any other. We call these the Core BUs.** They are the small but mighty behaviors we will focus on in Part I of this book. ([Location 472](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=472)) - Part II of this book, which is based on our most popular workshops at LifeLabs Learning. In each chapter, we will show you **how to ==string various BUs together to form the eight Core Skills of great managers==.** ([Location 484](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=484)) - **While BUs are micro-behaviors, skills are packages of different BUs and tools mixed together to help you handle an even broader range of obstacles and opportunities.** ([Location 486](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=486)) - So, in Part II, we'll bring you only the skills we refer to as the “**tipping point skills**.” **These are the skills that “tip” over into the widest number of domains, making the biggest impact in the shortest time.** ([Location 489](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=489)) - **Your Leader Lab** - **The very best managers we studied were all wildly different, but one thing they had in common was a ==practice of constantly experimenting==.** Rarely did they mention that their leadership skills came naturally to them. On the contrary, most confessed that they made countless mistakes on a regular basis. ([Location 512](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=512)) - ==**Actively reflect on your own behaviors along the way.== Ask yourself: “Do I do this?” “What might I try doing differently?” “When can I try it?”** ([Location 530](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=530)) - There's just one thing about Mia that is decidedly uncommon. She has a magic **Do-Over Button**. That's right. While the great managers we studied “replayed” their management moments in their minds, Mia has the unique advantage of **going back in time to try again**. ([Location 542](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=542)) - Distributed throughout each chapter, you'll also see “Practice Stations,” as you would in a physical laboratory. Spend some time at these stations to rapidly transform your insights into habits. ([Location 552](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=552)) - ==For live practice and real-time feedback, visit leaderlab.lifelabslearning.com== ### I: The Core BUs - **1. Q-step**❓ - Great managers ask 5 times more questions. Not only does question quantity set great managers apart, it's also a marker of great negotiators, influencers, creative thinkers, and even the secret to getting a second date ([Location 609](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=609)) - **Great managers simply ==ask more questions== than average.** **In fact, before they go into “Telling Mode,” they default to “Questions Mode.” Their first step is to ask at least one question.** We call this BU the “Q-step.” ([Location 615](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=615)) - 1. Q-stepping Helps You **Diagnose the Underlying Problem Faster** ([Location 696](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=696)) - 2. Q-stepping Helps You **Develop People's Skills Faster** ([Location 703](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=703)) - 3. Q-stepping Lets You **Catalyze Commitment** ([Location 709](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=709)) - **Research shows that when people play a leading role in solving their own problems, they shift from mere compliance – doing what they're told, into commitment – having the drive to achieve results (Deci and Ryan 2008).** ([Location 712](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=712)) - Most people become managers after they've had a stint as successful “makers.” But the skillsets of these two roles are vastly different, much like the difference between soloists and conductors. **Individual contributors succeed when they solve problems. Managers succeed when they help others solve problems.** ([Location 721](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=721)) - **When you transition from maker to manager, you have to learn to ignore the very instincts that made you successful in the past, and you have to deal with the delay of gratification that comes with waiting for others to achieve results.** ([Location 724](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=724)) - ==In summary: Notice when you have the urge to go into Telling Mode and switch into Questions Mode by Q-stepping (asking at least one question). Why? Questions help you diagnose the underlying problem, develop people's skills, and catalyze commitment.== ([Location 761](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=761)) - **2. Playback** 🔙 - **A Playback is a paraphrase of what you heard someone say.** ([Location 801](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=801)) - 1. Playbacks **Create Clarity** Faster ([Location 843](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=843)) - When someone comes to you with a problem, their thoughts are often a tangled web. This is especially the case when they are tinged with strong emotions. Using a Playback is a quick way to ensure you understand their problem. What's more, **when people hear their words played back to them, it helps them simplify the complexity of their thoughts.** ([Location 844](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=844)) - Research has long shown that the mere act of talking out loud leads to faster problem-solving (Gagné and Smith Jr. 1962; Lupyan and Swingley 2011). Why? It's likely thanks to a neuropsychology hack called **“spreading activation”: as we start talking, our thoughts spread to different associations, drawing on more of our neural resources faster.** ([Location 847](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=847)) - 2. Playbacks **Catch Misunderstandings** Faster ([Location 852](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=852)) - 3. Playbacks **Build Trust** Faster ([Location 860](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=860)) - **Playbacks provide instant confirmation of understanding. For us humans, being truly understood is one of the sweetest (and sadly, also rarest) psychological sensations. Understanding leads to faster trust-building, which results in people being more willing to share their thoughts and feelings with each other.** ([Location 862](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=862)) - **While it may seem like using Playbacks will make conversations longer, they tend to lead to more efficient conversations in the short term and the long term.** ([Location 899](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=899)) - Feeling unheard often leads people to repeat themselves again and again, sometimes in long, rambling monologues ([Location 928](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=928)) - When is it Playback time? You can use Playbacks whenever you sense any confusion in a conversation, when it sounds like someone is bringing up multiple topics at once, when it's important to be aligned, and when someone expresses strong emotions. ([Location 965](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=965)) - ==In summary: A Playback is a repeat or a paraphrase of what you heard someone say. Use Playbacks to create clarity, prevent misunderstandings, and build trust faster.== ([Location 972](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=972)) - **3. Deblur** 🔍 - Great managers are always on the lookout for **blur words**. They notice when people use them. They notice when they themselves use them. Then they apply the BU we've called Deblur. They **turn ambiguous words into information that is clear enough for everyone to understand**. ([Location 1014](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1014)) - Our brains are wired to fill gaps with snap interpretations. When we hear words like “standoffish,” “warm,” and “qualified,” our brains make instant assumptions about what these words mean. We take for granted that we are talking about the same behaviors when, in reality, we might have vastly different meanings. ([Location 1038](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1038)) - 1. Deblurring **Prevents Miscommunication** Faster ([Location 1051](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1051)) - Blur words lead to misunderstandings of all shapes and sizes. ([Location 1052](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1052)) - 2. Deblurring **Improves Feedback** Faster ([Location 1062](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1062)) - One of the most frustrating and damaging types of feedback is blurry feedback. Blurry praise like “Great job!” misses out on a learning opportunity. ([Location 1063](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1063)) - 3. Deblurring **Improves Decision-Making** Faster ([Location 1068](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1068)) - First and foremost, start mentally underlining the blur words you hear, read, and say. Recognition is the first step. When you notice other people's blur words, ask Deblurring questions. When you catch yourself getting blurry, stop and clarify. ([Location 1076](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1076)) - ==In summary: Blur words are words that could mean different things to different people. Mentally underline blur words and ask Deblurring questions. Does it make sense to Deblur every ambiguous word you hear? “Good morning! Wait … what does ‘good’ mean to you?” No. Plenty of communication falls in the “clear enough” category. But when your goal is to give instructions, diagnose a problem, give or receive feedback, make a decision, delegate, or set a goal, Deblurring is the way to go. And by “way to go” we mean that you should definitely do it.== ([Location 1180](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1180)) - **4. Validate** 👍 - Because people's brains are constantly pulling for both types of information, you must be just as deliberate about your “person messages” as you are about your “situation messages.” This is where the Validation BU comes in. A Validation is essentially an answer to the (usually unspoken) questions hovering over the “person shoulder.” ([Location 1286](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1286)) - 1. Validations **Reduce Stress** Faster ([Location 1300](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1300)) - When we observed great managers, we saw that when they peppered Validations throughout their conversations, they put people at ease faster. ([Location 1305](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1305)) - 2. Validations **Build Trust** Faster ([Location 1308](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1308)) - Most people assume that credibility and reliability are key. While that's true, one of the factors most folks underestimate in building trust is a **sense of personal care** (Green and Howe 2011). In other words, **we humans trust others faster when we believe they want what's best for us**. ([Location 1309](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1309)) - 3. Validations **Increase Employee Retention** ([Location 1316](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1316)) - ==In summary: People process information in two ways: (1) What does the message mean? (2) How does this person feel about me? Make your care for others explicit by using Validations like “That makes sense,” “I care about your perspective,” and even “Thanks!”== ([Location 1338](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1338)) - **5. Linkup** 🔗 - Linkup is the **explicit connection of an action to its goal**. ([Location 1396](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1396)) - Picture a triangle with your goal perched at the top, and Linkup to this goal whenever you make a request, delegate, or give feedback. **If your team members come to you with a “what” without a “why,” ask Linkup questions** (like “What does that link up to?”) to help them connect to the top of that triangle. ([Location 1396](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1396)) - 1. Linkups **Create Alignment** Faster ([Location 1453](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1453)) - Without a clear and explicit Linkup, it can be easy to make progress toward different goals. ([Location 1455](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1455)) - A related payoff of Linking up is that it can shine a light on people's assumptions about the best way to achieve a result. ([Location 1462](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1462)) - 2. Linkups **Enable Autonomy** ([Location 1468](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1468)) - 3. Linkups **Get You Buy-in** Faster ([Location 1478](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1478)) - ==In summary: Link up to a why whenever you make a request, set a goal, delegate, or give feedback. Ask Linkup questions whenever the link is unclear. For example: “What does this link up to?”== ([Location 1579](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1579)) - **6. Pause** ⏸️ - This is the surprising finding we came across in our manager research at LifeLabs Learning: **the most productive managers take the time to do … nothing**. ([Location 1629](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1629)) - Doing nothing is often the best thing to do. And doing nothing well is a skill. We refer to this deceptively active BU as “Pause.” Despite the overwhelming pressure most of us carry to do more and do it faster, taking time to Pause yields better results. ([Location 1631](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1631)) - 1. Pausing **Creates Sustained Productivity** ([Location 1636](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1636)) - A delightful paradox of productivity is that **people often achieve more when they take the time to do less**. It turns out that brains (and bodies) tend to work best in bursts – varying from intense focus to complete rest (Trougakos and Hideg 2009). We refer to this ability to skillfully swing from expanding to recapturing energy as “**oscillation competence**.” Great managers are great oscillators and help develop oscillation competence in others too. ([Location 1637](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1637)) - 2. Pausing **Sparks Innovation** Faster ([Location 1642](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1642)) - 3. Pausing **Resolves Conflict** Faster ([Location 1651](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1651)) - **Gottman identified that Pausing just at the point of conflict escalation was one of the single best predictors of relationship longevity** (Gottman 1999 ([Location 1661](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1661)) - Gottman found that the most successful couples had a timeout cue (like shouting “avocado!”) to sharply break up a fight. ([Location 1736](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1736)) - To become a great manager faster, **start planning your Pauses in advance**. ([Location 1747](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1747)) - ==In summary: Take micro, meso, and macro Pauses to increase productivity and creativity, and to reduce unproductive conflict. Pause out loud to normalize and encourage your team to Pause too. To practice this BU right away, take a short Pause before you move onto the next chapter.== ([Location 1770](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1770)) - **7. Extract** 💡 - In the world of aviation, **debriefs** are a mandatory wrap-up to every flight. In the world of leadership, not so much. And yet we found that the great managers we studied acted a lot like seasoned pilots. Rather than solving a challenge, forgetting it, and moving on, they Pause and mine the experience for new learning. We call this BU “Extract.” ([Location 1819](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1819)) - **Reflecting can even lead to more rapid skill-building than additional practice** (Karpicke 2012). ([Location 1832](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1832)) - Many of the great managers we studied had an “after-action review” template of some kind for themselves and their teams. Many call it a retro or a debrief and several use the term “blameless post-mortem” (the key word being “blameless” to keep the focus on the situation rather than the person). ([Location 1835](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1835)) - Whatever the name, the most common components include: - What went well - What didn't go well - What we can do differently next time ([Location 1837](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1837)) - **This final Core BU is actually the most important one you can add to your manager toolkit. Extracting is like an accelerant for every other BU.** ([Location 1926](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1926)) - ==In summary: Get more out of every experience by Extracting the learning and helping others do it too. Reflect on what worked well or could be better, pull for feedback, and demarcate learning. In retrospect, it's not odd that Extracting is one of the BUs that distinguish great managers from the average folks. Managers who regularly Extract just keep getting better faster.== ([Location 1950](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1950)) ### II: The Core Skills - Skills are more complex and take longer to master than BUs, but they will let you tackle an even greater array of obstacles and opportunities as a leader. The Core BUs you've learned so far are at the foundation of most leadership skills and will help you develop these skills faster. ([Location 1994](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1994)) - Which leadership skills matter most? While the great managers we studied displayed dozens of skills, we found that **a small set of just eight Core Skills came up more than any others across a wide range of leadership scenarios**. ([Location 1997](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=1997)) - **8. Coaching Skills** - When we asked our clients to let us study their best managers (in terms of their ability to catalyze engagement and performance), **the number one skill that stood out among these masterful managers is coaching**. ([Location 2039](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2039)) - In short, **coaching is the process of helping people develop capacity to achieve results**. ([Location 2048](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2048)) - Here are several common symptoms of leaning too heavily on directing and not enough on coaching. See if you can recognize yourself in any of them: - You are trapped in a hamster wheel of “quick questions” from your team members that you must answer so they can make progress. - Your team members don't take initiative, propose ideas, or make decisions without you. - You avoid delegating because you don't trust work will get done well, and when you do delegate, you end up redoing people's work. ([Location 2056](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2056)) - The framework we've developed at LifeLabs Learning based on our observations of great managers is called the **SOON Funnel. SOON stands for Success, Obstacles, Options, and Next Steps**. ([Location 2082](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2082)) - We refer to SOON as a funnel because the focus narrows with each level of coaching questions. **Instead of asking questions that take people in a wide range of directions, the SOON Funnel creates an efficient conversational “shape” that drives toward a resolution sooner.** ([Location 2087](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2087)) - **A simple definition of a problem is: success + obstacles.** ([Location 2130](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2130)) - ==In summary: Coaching is the skill of catalyzing insights to accelerate competence, confidence, and motivation in others. Coach your team whenever your spot the 4C coaching moments: Conundrums, Complaints, Confidence issues, and Completion. To become a better coach faster, use the LifeLabs Learning SOON Funnel: Success, Obstacles, Options, Next steps (with Playbacks along the way). If you are short on time, even a single Q-step helps you leverage each coaching moment.== ([Location 2320](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2320)) - **9. Feedback Skills** - Simply put, **feedback is information that helps you adjust or maintain your behavior so that you can reach a goal.** ([Location 2370](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2370)) - **When it comes to the workplace, feedback is any information you receive that helps you become aware of the impact of your actions.** ([Location 2372](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2372)) - **How to Give Feedback Well** - We've summed up the four essential components of any feedback message in a model we call the Q-BIQ Method (pronounced cubic). ([Location 2404](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2404)) - **Q-BIQ stands for Question, Behavior, Impact, Question.** ([Location 2407](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2407)) - The best feedback conversations start with a question. One of the most brain-friendly Q-steps is what we call a Micro-Yes. For example: - “Would you be up for hearing my thoughts on your presentation?” - “Can I give you my feedback on the product launch?” - “Is now a good time to debrief about how that meeting went?” ([Location 2416](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2416)) - Why does a Micro-Yes question lead to more effective feedback? First, **it prepares people**. Surprise and mystery intensify emotions (Luna and Renninger 2015), so unexpected criticism feels worse than feedback we're expecting. ([Location 2421](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2421)) - A Micro-Yes question also makes people **more receptive to feedback** by signaling that it is a two-way conversation. ([Location 2427](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2427)) - The point here is not to trick folks into hearing your feedback but to give genuine choice over whether and/or when to hear the feedback. ([Location 2429](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2429)) - **Once your feedback recipient consents to the conversation, describe the specific behavior that you believe had a helpful or harmful impact. The trick to giving great feedback is to focus only on behavior that a camera can capture.** The biggest feedback pitfall is using “blur words” (see Chapter 3), words that mean different things to different people. ([Location 2442](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2442)) - Once you've described the behavior, it's time to use the Linkup BU (from Chapter 5) to **explain the impact of the person's behavior**. Without an impact statement, feedback holds little meaning and doesn't catalyze motivation for repeating or reducing the behavior. ([Location 2505](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2505)) - Can I offer some feedback on your client communication? I appreciate that you've been sending weekly progress updates to clients. The reason I think it's so helpful is that they can ask more useful questions now, which lets us all make faster progress. ([Location 2513](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2513)) - If the feedback you share is subjective, frame it as a hypothesis. ([Location 2535](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2535)) - The final piece of the feedback puzzle is a return to our good friend the question. Great feedback is a two-way conversation. It is an exercise of collective meaning-making where people bring their perceptions together. ([Location 2544](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2544)) - Here are some sample questions you can ask to invite your feedback recipient into the conversation: - “What are your thoughts?” - “How do you see it?” - “Does that resonate with you?” ([Location 2546](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2546)) - To avoid miscommunication, wrap up your conversation by agreeing to next steps. ([Location 2554](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2554)) - **Feedback vs. Advice** - Feedback = I observe something you might not be aware of + I bring it to your awareness + you decide what to do. ([Location 2608](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2608)) - Advice = I observe something you might not be aware of + I tell you what to do instead. ([Location 2611](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2611)) - **How to Receive Feedback Well** - Adopt a mindset that authors Douglas Stone and Sheila Heen (2014) call the “second score.” The “first score” is the one your feedback givers already assigned to you based on something you did. This score is in the past now, and you can't control it. What you can control is the “second score” they give you on how well you receive their feedback. ([Location 2625](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2625)) - Play back what you hear so you fully understand the feedback. ([Location 2630](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2630)) - Step forward to explore how you can apply their feedback in the future. ([Location 2639](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2639)) - **How to Build a Feedback Culture Faster** - 1. Offer More Praise Than Criticism ([Location 2673](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2673)) - 2. Pull for Feedback Often ([Location 2681](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2681)) - Pull for feedback rather than waiting for it to be “pushed” to you. ([Location 2683](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2683)) - Be specific. When you say, “Got any feedback?” most people draw a blank or feel too intimidated to be honest. Make it easier for them by Deblurring your request. ([Location 2688](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2688)) - Linkup. Explain why you're looking for feedback so people are motivated to share. ([Location 2691](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2691)) - Make the request smaller by using something we call the “10% question”: “What's one thing I can improve about _____ by 10%?” ([Location 2694](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2694)) - Follow up. After you've implemented the feedback, let the feedback giver know about the positive impact it had. ([Location 2695](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2695)) - 3. Create Feedback Touchpoints ([Location 2698](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2698)) - Schedule retros: Retro, retrospective, post-mortem, debrief, after-action review – these sessions go by many names, but they are all fundamentally the same process of Extracting the learning from the past to apply it in the future. ([Location 2703](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2703)) - Make public praise easy: Make it simple and fun for your team to Pause and share praise with one another. ([Location 2709](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2709)) - ==In summary: Feedback lets us learn faster and collaborate better. Great feedback follows the Q-BIQ Method:Question → Behavior → Impact → Question. Deblur the behavior and Link up to impact that matters most to the feedback recipient, then Q-step to hear their perspective. Receive feedback well, using Validation statements and the Feedback Salsa so people are more likely to keep sharing their thoughts, and help build a strong feedback culture on your team.== ([Location 2714](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2714)) - **10. Productivity Skills** - The authors present the following four "productivity challenges:" - **Time awareness: knowing where time is going, how much time something will take, and how to communicate time to others** - **Prioritization: identifying the most important thing in a sea of important things** - **Organization: having an efficient system for getting things done** - **Focus: stay on task without interruptions** - **Time Awareness** - By contrast, the team on the right **uses precise time language**. Research shows that simply talking about time increases time awareness and improves performance (Janicik and Bartel 2003 ([Location 2874](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2874)) - One of the most effective things a manager can do to create shared time awareness is to simply start and stop meetings on time. ([Location 2889](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2889)) - The final time awareness tool we highly recommend to increase productivity faster is helping your team members **do time audits**. ([Location 2904](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2904)) - **Prioritization** - our brains have not evolved to prioritize long-term benefits. Left unchecked, your team members move from one task to the next, doing the easiest things, the things someone asked them to do, or simply the things right in front of them. ([Location 2950](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2950)) - Too often, employees don’t Pause to question if they were spending their time wisely, and there is little alignment on which activities are the best use of time. ([Location 2956](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2956)) - The first prioritization tool we'll share is the easiest to implement and will improve your team members’ productivity the fastest: **ask them to name their Most Important Things, MITs**. ([Location 2965](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2965)) - **Help limit the MITs to three items at most**. After all, the essence of prioritization is having a much shorter to-do list than a to-not-do list. ([Location 2975](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2975)) - **To use the Quadrant Method with your team, draw four quadrants with “importance” on the Y axis and “urgency” along the X**. ([Location 2986](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=2986)) - Bucket Method. This tool is as simple as it sounds but surprisingly effective. To put it to use, encourage your team members to **pick their buckets of focus for the quarter**. We strongly recommend no more than three buckets of focus at a time. You can also help bring greater clarity to the buckets by Deblurring what success looks like for each one. ([Location 3050](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3050)) - When stuck or overwhelmed, invite your team members to push the Pause button and ask, **“Which bucket does this Linkup to?” or “What bucket am I working in right now?”** ([Location 3054](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3054)) - Often, the biggest source of help you can provide as a manager is to encourage your team members to say “no” to items that are not their MITs, Quadrant 1 or 2 tasks, or one of their buckets. ([Location 3074](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3074)) - **Organization** - Organization Tool #1: Encourage a Consistent Capture System ([Location 3097](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3097)) - Organization Tool #2: Create a Closed Loop Culture ([Location 3124](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3124)) - A Closed Loop Culture is a teamwide norm of noticing and helping to close open loops. ([Location 3127](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3127)) - **Focus** - Focus Tool #1: Co-create If-Thens ([Location 3162](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3162)) - One lightweight solution to reduce internal and external distractions is to anticipate them in advance and create implementation intentions for how to handle them, or simply if-thens. ([Location 3163](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3163)) - Focus Tool #2: Work in Pomodoros ([Location 3193](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3193)) - Focus Tool #3: Use the Kanban System ([Location 3206](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3206)) - ==In summary: Accelerate your team’s productivity by Q-stepping to diagnose each person’s biggest challenge: time awareness, prioritization, organization, or focus. Suggest trying one productivity tool at a time from that category: time language, start/stop on time, time audit, MITs, Quadrants, Buckets, CCS, Closed Loop Culture, If-thens, Pomodoro, Kanban. Develop a habit of Pausing to slow down and consider whether your team is using time well.== ([Location 3231](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3231)) - **11. Effective One-on-Ones** - Consistent one-on-ones are a manager's single greatest resource. **For these meetings to be effective, they have to be frequent.** ([Location 3277](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3277)) - **Trust via the mere-exposure effect: Simply seeing one another's faces leads to greater trust and liking, a phenomenon known as the mere-exposure effect, coined by psychologist Robert Zajonc** ([Location 3282](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3282)) - **More trust leads to more open communication, allowing obstacles to be removed swiftly and catalyzing more courage to explore and experiment**. ([Location 3285](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3285)) - **Accountability via progress reporting**: Beyond mere exposure, meeting frequently creates a culture of accountability. **The one-on-one becomes a checkpoint to celebrate progress and overcome obstacles**. ([Location 3287](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3287)) - **Agility via short feedback loops**: A weekly cadence allows for accelerated learning. **The more frequently you can give feedback and Pause to Extract learnings, the more quickly you can Deblur expectations and help improve performance**. ([Location 3293](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3293)) - ==Effective one-on-ones begin with the recognition that **the most important direct outcome of these conversations is increased engagement**.== ([Location 3299](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3299)) - **Based on years of research kickstarted by psychologists Richard Ryan and Edward Deci, we know that when five specific “brain cravings” are satisfied, the result is engagement: Certainty, Autonomy, Meaning, Progress, and Social inclusion (including belonging and connection).** - **Self-Determination Theory (Ryan and Deci, 2000)** emphasizes the satisfaction of basic human **needs for autonomy, competence, and relatedness** as a key driver of motivated behavior. - **==CAMPS Model: Certainty Autonomy Meaning Progress Social inclusion==** ([Location 3327](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3327)) - **Certainty** - Consistency: Schedule your one-on-ones to be the same time and day of the week every week. Avoid canceling. ([Location 3350](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3350)) - Template: Co-create a conversation template (see the sample at the end of this chapter) and ask your team members to come to each one-on-one meeting with the agenda filled out. ([Location 3353](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3353)) - Ritual: Build in an element of ritual into the one-one-one as an opportunity to Pause together. For example, many of the managers we studied had a start and/or stop ritual in their one-on-ones, like Extracting the learning from the prior week in the first five minutes or ending with a “stretch question” to bring the conversation in a new direction each time. ([Location 3357](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3357)) - **Autonomy** - It turns out that autonomy is a buffer for stress. When you have the right amount of choice and control, negative stress turns to eustress ([Location 3445](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3445)) - It's also true that when you have too much autonomy, uncertainty and anxiety kick in. So, the goal is balance. ([Location 3447](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3447)) - Ownership: Deblur the ownership of these meetings. Clarify that one-on-ones are your team members’ meetings (not yours). ([Location 3459](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3459)) - How can you give people choice? Offer options in tasks, projects, and responsibilities whenever it's possible to do so. You can also offer autonomy around how to do the work. ([Location 3524](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3524)) - Coaching (see Chapter 8) is an excellent autonomy tool because it helps people come to their own conclusions about how to solve a problem, even if that problem was assigned to them. ([Location 3525](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3525)) - Another excellent autonomy-building strategy that combines voice and choice is giving people ownership over at least one area of work that is meaningful to them. ([Location 3534](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3534)) - **Meaning** - Purpose: A simple way to make your one-on-ones more meaningful is to Link up to why one-on-ones matter in the first place. ([Location 3558](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3558)) - A common sign of meaninglessness at work is burnout: fatigue, alienation from others, cynicism, mistakes, and absenteeism. ([Location 3568](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3568)) - Whenever you take an action, your brain “reaches out” to find the Linkup to the reason for that action. Without even realizing it, you ask, “Why am I doing this?” and “Is it worth it?” When you can't find a good reason, that existential vacuum starts to suck at your soul. ([Location 3585](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3585)) - Use your one-on-ones to create a stronger Linkup to the things that matter to each person on your team. Ask about their values, what energizes them, and what results they find most meaningful. Any signs of excitement and fulfillment are great opportunities to learn by Q-stepping with questions like “What was important to you about that?” “What was the best part?” or “What was it about this situation that felt so good?” and Playing back the key points. ([Location 3590](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3590)) - You can deliver feedback directly from your perspective, pass on praise from others, and – when possible – give people direct access to observe the impact they're making. As a manager, finding creative ways to show people their impact is a terrific use of your time. ([Location 3596](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3596)) - **Progress** - The most surprising finding from this research was that small, steady bursts of progress beat out big but infrequent wins. When it comes to engagement, it's not the major wins that matter most but a sense of steady achievement. ([Location 3649](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3649)) - Goals: Turn your one-on-one agenda into a dopamine doc. Either link to a CCS or use the one-on-one document to track goals and mark each one when it is accomplished. ([Location 3656](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3656)) - Small wins: Start each one-on-one by asking each person to call out what went well. This ritual also creates a sense of certainty. Plus, learning why each win matters shows you what gives each person a sense of meaning. But even more than that, regularly Pausing to demarcate wins gives your team more bang for each progress buck they earn. ([Location 3660](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3660)) - Individual development: Add a prompt to your one-on-one template to check in on individual development. This can serve as an opportunity to give feedback and a nudge to stay on track with building a new skill or knowledge area ([Location 3667](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3667)) - **Social Inclusion** - Being left out hurts. That sting of being underappreciated, left out, or – worst of all – forgotten cuts straight to the core, immediately reducing engagement and productivity. Researchers in the field of epigenetics have even discovered that social isolation can reduce immune system function, making people more vulnerable to disease (Cole et al. 2015). ([Location 3741](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3741)) - While we all harbor the need to belong, we also need to retain our sense of individuality. That balance of being one of the group while still distinct from the group is a concept named Optimal Distinctiveness by psychologist Marilynn Brewer (1991 ([Location 3752](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3752)) - Great managers are always on the lookout for how to help each member of their team achieve that Optimal Distinctiveness balance. ([Location 3757](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3757)) - Small talk: We have been advocating for a structured one-on-one format throughout this chapter, and yet we also encourage space in every conversation for what linguists call “phatic communication” – unstructured interactions that signal care and interest. ([Location 3763](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3763)) - **12. Strategic Thinking** - Strategic thinking has the dubious distinction of being one of the most in-demand and one of the most difficult-to-describe leadership skills. ([Location 3908](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3908)) - We noticed two commonalities that characterize the strategic thinking superstars: - ==They **keep the future in mind** when taking action in the present. == - ==They **consider the complexities** of any situation.== ([Location 3928](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3928)) - And great managers don't just hone their own strategic thinking skills. They also **help their teams think more strategically**. ([Location 3932](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3932)) - Great managers lean on a **small set of strategic thinking habits** they apply themselves and encourage in their team members in everyday decisions and actions. ([Location 3937](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3937)) - 1. **Gap Analysis** - The first step on any strategic path is **figuring out where you actually want to go in the future, then Deblur that goal by making it measurable.** ([Location 3943](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3943)) - **Next, figure out where you are starting, and make that point measurable as well. We call this essential strategic thinking habit doing a gap analysis.** ([Location 3946](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3946)) - Pausing to do a gap analysis quickly results in more thoughtful and effective solutions. ([Location 3991](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=3991)) - **Great managers tend to measure gaps on two levels: lead indicators and lag indicators.** While lag indicators represent your ultimate destination, sometimes these targets are so far in the distance that you need earlier lead indicators to show you if you're on the right track before it's too late to adjust. ([Location 4000](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4000)) - The farther away your goal is and the more important it is, the more useful it is to set up multiple gap analysis checkpoints along the way. ([Location 4010](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4010)) - To make gap analysis a habit, train your brain to notice when the goal and/or the current state are unclear. ([Location 4029](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4029)) - 2. **Linkup** - In our research, we saw that it was surprisingly common for people to find themselves in the midst of a “what” without a clear “why.” When great managers recognize they are in this boat, the strategic thinking habit they leverage is to Link up ([Location 4036](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4036)) - 3. **The 3 Lenses Model** - **Lens #1: Personal**. Ask: “How are they contributing to the situation?” For example, does this person lack the skill or will necessary to achieve this goal? - **Lens #2: Interpersonal**. Ask: “How am I contributing to the situation?” For example, have I failed to set clear expectations or model and reinforce the desired behavior? - **Lens #3: Organizational**. Ask: “How is our team and/or company contributing to the situation?” For example, are there resource constraints or problematic org-wide norms? ([Location 4132](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4132)) - Without a quick 3 Lenses analysis, you can easily miss the complexities of a situation and overlook creative solutions. ([Location 4137](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4137)) - 4. **UC Check** - They develop a habit we like to call doing an UC Check (pronounced Uck!): they check for unintended consequences. ([Location 4205](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4205)) - Another great tool to anticipate unintended consequences is the pre-mortem. ([Location 4237](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4237)) - “What might be the unintended consequences?” “What might the risks be?” “Who might be negatively impacted?” “How might we mitigate the UC?” ([Location 4245](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4245)) - 5. **Inclusive Planning** - Of all the strategic errors we've discussed so far, research shows that one is worse than all the rest: not including the right people at the right times (Neilson, Martin, and Powers 2008 ([Location 4250](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4250)) - The first part of practicing inclusive planning is to break up a project or decision into distinct phases. ([Location 4255](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4255)) - To determine who you should involve at each phase and develop an inclusive planning habit, ask yourself and others these questions: “Who will be impacted by this?” “Who will have to execute on the plan?” “Who might be a vocal advocate or detractor?” “Who might have relevant insider scoop or expertise?” “Whose perspective might we be overlooking?” ([Location 4298](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4298)) - ==In summary: Strategic thinking entails considering the future and the complexities of any situation. A handful of strategic thinking habits helps managers and teams make better decisions: Gap analysis, Linkup, 3 Lenses Model, UC Check, and Inclusive Planning.== ([Location 4308](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4308)) - **13. Meetings Mastery** - Most people say that about half of their meetings are a waste of time (Rogelberg 2019 ([Location 4348](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4348)) - **Starting Meetings: 4P Opener** - When starting a meeting, great managers share these four components: ([Location 4378](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4378)) - Purpose: Why the meeting is happening. Example: “The purpose of this meeting is to [update, explore, decide, etc.]” ([Location 4380](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4380)) - Product: What the group will have at the end of the meeting that didn't exist at the start. Example: “We will leave here with [five ideas, a decision, a list of next steps, etc.]” ([Location 4385](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4385)) - Personal benefit: The reason meeting participants will feel motivated to contribute. Example: “This will help you/us [save time, feel aligned, make an impact, etc.]” ([Location 4393](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4393)) - Process: How will we structure the conversation? Example: “We'll spend the first half on agenda point X, and the second half on point Y.” ([Location 4403](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4403)) - The most common meeting purposes are: - Inform: share information, news, thoughts, and/or feelings; answer questions - Explore: ask questions; generate ideas; spark insights - Narrow: debate; prioritize; vote; decide; determine a plan of action ([Location 4466](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4466)) - “Inform” Meeting Tools ([Location 4486](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4486)) - “Explore” Meeting Tools ([Location 4554](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4554)) - “Narrow” Meeting Tools ([Location 4620](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4620)) - Course Corrections ([Location 4694](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4694)) - We noticed that the best managers and meeting leaders are skilled at course-correcting. ([Location 4700](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4700)) - To get good at this subtle meeting art faster, use the following course-correction formula: Behavior observation + impact statement + process suggestion ([Location 4701](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4701)) - ==In summary: To improve your meetings faster, start with a 4P Opener, use good tools, course-correct, and help your team do it too. Prevent meeting entanglement by clarifying if you are holding a meeting to Inform, Narrow, or Explore. To course-correct well, make a behavior observation, impact statement, and process suggestion. Extract your learnings often as a team through quick meeting retros to keep getting better.== ([Location 4772](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4772)) - **14. Leading Change** - **The Phases of Changes** - A classic change-management model inspired by the writings of organizational psychologist **Kurt Lewin (1947): Unfreeze, Change, Refreeze**. ([Location 4830](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4830)) - Unfreeze: “Thaw” people's habits and views so they soften to the possibility of change. Change: Help people learn and apply new behaviors or ways of thinking. Refreeze: “Solidify” into a new shape that represents the new normal. ([Location 4833](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4833)) - Unfreeze Phase ([Location 4841](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4841)) - Unfreeze Phase Tool #1: Hold a CAMPS Listening Tour ([Location 4856](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4856)) - Unfreeze Phase Tool #2: Craft a Vision Statement ([Location 4979](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=4979)) - Change Phase ([Location 5070](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5070)) - Change Phase Tool #1: Simplify the Plan ([Location 5088](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5088)) - Change Phase Tool #2: Plan Early Wins ([Location 5122](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5122)) - Refreeze Phase ([Location 5138](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5138)) - Refreeze Phase Tool #1: Overcommunicate ([Location 5148](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5148)) - Refreeze Phase Tool #2: Create Behavioral Cues ([Location 5166](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5166)) - Stay Slushy ([Location 5193](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5193)) - ==In summary: To lead change well, recognize that change is a process: unfreeze → change → refreeze (but stay slushy). Hold CAMPS listening tours, craft a vision statement, simplify, plan early wins, overcommunicate, create behavioral cues, normalize change, and keep it normal.== ([Location 5261](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5261)) - **15. People Development** - Based on a global study of nearly three million employees across 54 industries, two of the best predictors of employee engagement are positive responses to the following (Harter et al. 2020): - “There is someone at work who encourages my development.” - “In the past year, I have had opportunities at work to learn and grow.” ([Location 5294](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5294)) - **Identify Business Needs: Capability Mapping** ([Location 5319](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5319)) - **Current state: Where do we need more knowledge, skills, or experience as a team?** (Consider where your team needs more backup in case someone is out or leaves and what projects you can't start or delegate because of a capability gap on the team.) - **Future state: What skills, knowledge, and experience will our team need in 1–2 years?** (Consider new challenges that might arise and new opportunities on the horizon.) ([Location 5346](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5346)) - **Identify Individual Needs: The Zoom Out Conversation** ([Location 5394](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5394)) - **High Leverage Development: Get in the Venn Zone** ([Location 5461](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5461)) - **We call the beautiful center space where people's personal growth needs align with business needs the “Venn Zone.”** ([Location 5464](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5464)) - Individual Needs Mismatch: Recruit ([Location 5473](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5473)) - Business Needs Mismatch: Deblur Expectations. ([Location 5476](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5476)) - Missing Capability: Have a Gap Conversation ([Location 5488](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5488)) - Individual Development Plans and 3Es ([Location 5498](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5498)) - Make Development a Theme ([Location 5626](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5626)) - Set Development Expectations ([Location 5634](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5634)) - Create a Cadence ([Location 5643](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5643)) - Demarcate and Track ([Location 5652](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5652)) - ==In summary: To help people develop faster, identify business needs, hold Zoom Out conversations to understand individual needs, and use IDPs and 3Es (Education, Experience, Exposure) to help people make progress in the Venn Zone. To make development a theme, set expectations, create a cadence, and help people demarcate and track progress.== ([Location 5668](https://readwise.io/to_kindle?action=open&asin=B09DRTQ46Y&location=5668)) ### Leader Lab Wrap-up - Core BUs, Skills, and Tools at a Glance: ![[Pasted image 20230913072812.png]]