33 docs tagged with "management"

It is a common misbelief that the performance of a group hinges on the average capacity of its members. The truth is, the interaction and communication among group members are much more impactful. From the book The Culture Code, we conclude three skills to improve group performance: creating a safe working environment, showing your vulnerabilities, establishing a common purpose.

The authors of the book Extreme Ownership were once task unit leaders of US Navy SEAL in Iraq. They draw on their experiences in the battlefields and conclude five rules for successfully leading a Navy SEAL team, providing useful references for any organization.

Bezos believes that every day should be "Day 1"; without growth, there is death. So how do we prevent "Day 2"? There are four foundations: a true obsession with customers, resisting proxies, embracing external trends, and making fast decisions.

The acceleration of rockets takes a propeller, and the acceleration of startups take the similar. There are two propellers: 1. Listen to the customer. 2. fast execution. How to achieve these two? Here is the answer from Suhail Doshi.

When you know where you should go, it is too late to go there; if you always keep your original path, you will miss the road to the future.

When you know where to go, it is often too late; if you always stick to the original path, you will miss the road to the future.

Master the art of user interviews with our in-depth guide, featuring key objectives, best practices, and typical pitfalls. Gain insights into user behavior and problem-solving techniques, enriched with real-world examples from Doordash and Rippling.

The two authors of the book "Extreme Ownership" served as task force commanders in the Navy SEALs. They combined their observations and experiences on the battlefield to summarize five principles for leading Navy SEALs: take responsibility for failures; understand the importance of the mission; collaborate with allies; clarify priorities; and identify and mitigate risks in advance.

In The Making of a Manager, Julie Zhuo, Vice President of Product Design at Facebook, shares her experiences from her first management role and offers advice on how to become an excellent manager.

Ordinary people have few opportunities to make decisions in life and work, and it is also difficult to practice and improve their decision-making skills. Most people's decisions rely on intuition, while rational decisions depend on processes. The book "Decisive" proposes a four-step process for rational decision-making — to increase the probability of making the best decision, we need to 1. broaden options, 2. test assumptions with facts, 3. step outside ourselves to see ourselves, and 4. prepare for wrong decisions.

Leading a company from good to great is equivalent to driving a massive flywheel to achieve breakthroughs through the following three factors: disciplined and well-trained people; disciplined and well-trained thoughts; disciplined and well-trained actions.

Leading a company to leap from good to great is like pushing a giant flywheel to breakthrough. Disciplined people, disciplined thought and disciplined action are indispensable.

It is widely recognized that Google is a company with exceptional engineering capabilities. What are its best engineering practices? What insights can we gain from them? What aspects have drawn criticism? We will discuss these details gradually, with this article primarily focusing on development.

How does Google manage projects? Why encourage 20% time? How is OKR implemented? How do they decide whether to continue or terminate a project? Do companies like Google frequently reorganize?

How to define, design, and sell a product that people like to use? How to manage self and a team to deliver results effectively? Here are the answers from industry leaders and renowned professors.

Discover the qualities of an Illuminator and how they positively impact communication and relationships. Learn the key traits of being an effective conversationalist, from persistent curiosity about others to enhancing productivity and creativity. Understand the contrast with Diminishers and how Illuminators foster empathy, understanding, and self-discovery in conversations, creating a space where everyone feels heard and valued.

An actionable guide on finding a mentor: How to prepare? How to identify the right mentor? How to gradually make requests and strengthen the relationship? How to maintain the relationship over time?

Why do people often tend to talk too much? How can you notice and avoid it? The traffic light method, understanding motivations, and self-practice.

Motivation and incentives are at the core of performance management. Employee motivation primarily comes from two aspects: extrinsic and intrinsic incentives. Extrinsic rewards (monetary rewards) have a short-term effect and may not necessarily improve performance; fairness and consistency are also essential. Intrinsic rewards vary by individual and can be achieved through the following three methods: recognizing employees' work, providing decision-making authority, and offering challenges.

Managerial leverages can maximize the output of an organization. Those leverages are information gathering, information-giving, decision-making, nudging and being a role model.

The introduction of managerial leverage is aimed at high output. Leverage should be applied in management activities such as gathering information, providing information, decision-making, nudging, and leading by example. In summary, improve time management skills, reduce interruptions; focus on activities that create positive leverage to increase leverage ratios.

The world is full of distraction. Distraction has both external and internal causes. We need to understand the triggers and avoid distraction from inside. Nir Eyal, the author of Hooked, provides some practical advice for us to turn off distraction and remain focused.

Every day, there are too many temptations to distract us. Distractions have both internal and external causes, and we need to understand their triggers from the inside out to analyze and solve this problem. Nir Eyal, author of the bestselling book "Hooked," has written a new book, "Indistractable," which provides us with practical advice to help reduce external distractions and focus our attention.

Bikeshedding refers to the fact that members of an organization give disproportionate weight to trivial issues. To overcome the bikeshedding, we should have a clear agenda of the meeting and not mix complex topics with easy ones.

Why is Stripe's engineering quality so high? The answer: You need enough chips to play the game; reduce the difficulty of doing the right thing; have dedicated people, tools, and processes to check and improve quality; and cultivate a culture that encourages high quality and proactively improves quality continuously.

David Schneider, ServiceNow's President of Customer Ops, shares his sales performance metrics for SaaS companies that are aiming for hyper-scale.

Initial Product > PMF > GTM Scale & Consistency > Org Building > Enduring Public Company

There is no good or bad management style; there is only effective and ineffective. The most important responsibility of a manager is to inspire subordinates to perform at their best. A person's task-related maturity depends on the specific work project, and its improvement takes time. When the maturity of the task and the individual's knowledge level and motivation reach a certain height, the manager can successfully delegate work to them.

A manager’s most important responsibility is to elicit top performance from his subordinates. Unfortunately, one management style does not fit all. A fundamental variable to find the best management style is task-relevant maturity (TRM) of the subordinates.

A key role of product management is to make sure product development efforts are focused. The telemetry spreadsheet helps you visualize the roadmap, balance resource allocation, and hence keeps the project on track.

Many people believe that team performance depends on the skill levels of its members. In fact, the interactions and communication among team members are often more important when solving certain problems. The book The Culture Code summarizes three skills to enhance overall team performance: creating a safe work environment; being vulnerable to build trust; and establishing common goals while continuously reinforcing them.

The time management code for SAs: avoid interruptions; consolidate all time management information in one place; don't constantly think about managing time, develop routines, habits, and mantras; good self-control helps maintain focus during projects; use the same tools to manage your life.

Julie Zhuo, the vice president of product design at Facebook, based on her own experiences as a first-time manager, gives some useful advice on how to become a good manager in her book The Making of a Manager.