|
|
Empowered:
No matter how competent the new employee is, there is always a ramp-up.
|
015 |
|
|
Empowered:
…the annual performance review should never be the primary feedback tool. If it is,… you have utterly failed as a manager.
|
016 |
|
|
Empowered:
…the primary purpose of the 1:1 is not for the manager, it is for the employee.
|
016 |
|
|
Empowered:
The most basic skill required for a competent manager is the willingness and ability to provide honest, timely, and constructive feedback to employees.
|
016 |
|
|
Empowered:
An inspiring and compelling product vision serves so many critical purposes that it is hard to think of a more important or higher-level product artifact.
|
017 |
|
|
Empowered:
…while we may make a bet on specific technologies, we must always keep in mind the purpose of that technology is to solve problems in ways that customers love.
|
018 |
|
|
Empowered:
Good product leaders are skilled at helping others feel shared ownership.
|
018 |
|
|
Empowered:
Remember: stubborn on vision, but flexible on details. Sharing the vision is fine, but sharing a roadmap is very dangerous.
|
019 |
|
|
Empowered:
…leaders may need to make hard decisions to restructure all or part of their topology.
|
020 |
|
|
Empowered:
…a team that sees itself as responsible for a meaningful problem is inspired by their connection to the larger cause. They have more pride of ownership.
|
021 |
