Notes on the book titled Empowered
Chapter 10: One-o-One
The purpose: reach competence, then, reach her potential
The relationship: trust
The onboarding: to get up to speed ( reach competence) (usually 2–3 months)
The frequencies: never cancel!
Sharing context: comparing vision, quarter focus
Homework: onboarding. Guide on materials
Thinking and acting like a Product Person: focussing on outcome
Providing feedback:
- actionable
- praise publicly criticize privately
- timely
Anti-patterns:
- Manager does not care
- Manager reverts to micromanagement (giving instructions instead of problem and space)
- spend time talking and not listening
- Not providing difficult feedback
5. providing feedback only during performance review (so there can be some surprise)
Chapter 37 — Product vision
A good product vision
- keeps us focused on customers
- serves as the North Star( as a common understanding)
- inspires ordinary people
- produces meaning work
- gives clarity on what’s coming in the next several years
- customer centric, should be from customer perspective
North Start: reminds us the larger purpose across the company
Chapter 27 Staffing
- mistake: trying to hire exceptional people
- hire competent people and coach them
- 10x performer → the danger of toxic behaviour
- hire on competence, or sometimes on potential
- looking for cultural fit may damage the diversity, narrow the pool of people, so the number of difference perspectives