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But by pinpointing the weekly check-in as the single most powerful ritual of the world’s best team leaders, we can now know the exact span of control that’s right for every single team leader: it’s the number of people that you, and only you, can check in with every week. If you can check in with eight people, but you can’t fit nine into your schedule, your span of control is eight. If you can find a way to check in with twenty people, then your span of control is twenty. And if you’re one of those people who can legitimately manage a weekly check-in with only two people, your span of control is two. Span of control, in other words, isn’t a theoretical, one-size-fits-all thing. It’s a practical, function-of-team-leader’s-capacity-to-give-attention thing. Your span of control is your span of attention.
Nine Lies About Work
Marcus Buckingham, Ashley Goodall
It almost doesn’t matter what you know. It’s what you can do with whatever you know or can acquire and actually accomplish [that] tends to be valued here.” Hence the company’s slogan: “Intel delivers.”
Measure What Matters
John Doerr
The study conclusion was simple: “training with hints did not produce any lasting learning.” Training without hints is slow and error-ridden.
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