Mark Horstman

It’s the first of this sort of book I read and i realise there are many things i did not know. In this sense the book must be good because it hilights areas I had not even taken into consideration. On the down side the book is long, uses internal jargon, keeps referring to external resources like podcasts. I feel like I got some sense of their advice but I am not sure I know the practicality because the examples chosen are a bit on the ideal side.

The book basically applies loose CBT to management. And emphasises free exchange of information, regular feedback, focusing on what you and your directs can become rather than blame and regrets.… (mer)

Lots of good information throughout, but I found about half the book seemed overly verbose and repetitive.

Some key quotes:
"The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People"

"The four critical behaviors that an effective manager engages in to produce results and retain team members are the following:
1. Get to Know Your People.
2. Communicate about Performance.
3. Ask for More.
4. Push Work Down"

"Generally, the more a team trusts its manager, the better the results will be, and the better the retention as well."

"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."

"Getting to know your directs accounts for 40 percent of the total value created by engaging in the four critical behaviors."

"The purpose of performance communications (and therefore feedback) is to encourage effective future behavior."… (mer)