• Standups should be about steering, not a status meeting.
• Automate status reports for standups, since they’re not inspiring. 
• Instead have meetings with everyone everyday to ask, what is the best day that we can possibly have? 
• You should be pumped after your standup. 
• There’s a human element of syncing everyday.
• If you had a bad day, this is where you lean on the team. 
• It’s not a status or policing session. 
• I know you’ve been working on CSS for weeks, and you’re going to continue doing it.
• As a manager, you are coaching. 
• Gauge the energy. Make adjustments accordingly.
• Example team
• Morning: status meeting
• Afternoon: product standup
• PM asks: what new toys do I have to play with today?
• What about standup bots?
• Use it for asynchronous status updates.
• Manager can notice if people are working on similar areas. Get them together.
• Team Drift: Delay in feedback.
• How do we get rid of this uncertainty?

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Google's career conversation worksheet.

Run something like this quarterly

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Google's `One Simple Thing`. Seems like a unique way to mitigate potential burnout.

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Google's guide on interviewer how-to basics

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Jeff Weiner quote on compassionate management

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• Managing is setting a mission and strategy. Provide guidance, and coaching. Everyone else does the rest on their own.
• Your team is smarter than you, don't try to do it on your own.
• Team needs the space and trust to make mistakes, sometimes those turn into unexpected wins.
• Younger managers are still centralizing decision making. Will loosen up over time.
• Company DNA is incredibly hard to change. Early hires are core part of company, and were likely hired for their similarities.
• In a high growth company, your playbooks will likely be irrelevant in a matter of months. Don't count on autopilot reusage.

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• Direct Managers who don’t say hi in the hallway? Yikes.

• Trust but verify, don’t be too easy or hard on your reports

• Corporate world
• Sometimes hard to get into meetings
• Lack of transparency
• With transparency, people can make the best decisions with available data. People can work in tandem without coordination 

• Radical Candor
• If people are complaining or gossiping behind backs, aim to approach others directly 

• Temper your reactions, otherwise others won’t come to you anymore

• Don’t underestimate others mimicking others in a group setting
• People even start dressing the same
• Happens involuntarily 
• This is even more reason to hold yourself to a high standard

• Experimenting with different approaches?
• Split the team into groups and try different things in parallel
• Benefit: Friendly competition
• Keep your team close to customers

• Career goals:
• Titles and tiers are purely company retention tools 

• In general, double down in your strengths, and not mitigating weaknesses

• Books:
• Culture Code

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• Find your reports’ motivations, which are different, and base your actions on those

• Focus on making sure you’re paying attention when switching context between your teams

• Block Friday off entirely to think and reset

• New team and new project
• Start with high frequency meetings upfront to clarify goals. Twice a week. Then step out when the team gels. Less cadence? More frequent when rolling out.

• Start all hands meetings with digestible familiar metrics to think about how to impact them.

• Follow great teams like you follow great job postings 

• Giving feedback
• Try to give feedback close to the moment, rather than waiting

• Books
• Tribal Leadership?

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• Write a manager readme guide
• It will help accelerate familiarity between reports and manager, especially on growing teams

• Servant leadership is harder and takes longer to execute than top-down, but builds a better team and team experience

• Refer to rituals instead of meetings if they are repeating. More inviting

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• 1on1
• Some backup topics if you have nothing else to chat about:
• Report's growth
• Manager's current disaster
• Write a manager readme 
• You ideally have 7 +/- 3 number of reports, (4 min, 10 max)
• If you get the "twinge" (aka your spidey sense goes off), you can ask to clarify on the subject or "hmm..." to poke at it
• You have the option of using longer, borderline uncomfortable pauses to grab conversation and change it as you need
• If there’s 2-3 things you believe matters to being an effective manager, then go out and pursue diligently them 100 times, 1000 times.
• Having 1on1s
• Being on time. If people are late, kindly make the point at the beginning of the meeting that it's important to you and the team.

• Note to self (not actual podcast content): In manager readme add list of topics you would love to talk about in one on one like what are you bored with. 

#manager

• 1on1
• Some backup topics if you have nothing else to chat about:
• Report's growth
• Manager's current disaster
• Write a manager readme 
• You ideally have 7 +/- 3 number of reports, (4 min, 10 max)
• If you get the "twinge" (aka your spidey sense goes off), you can ask to clarify on the subject or "hmm..." to poke at it
• You have the option of using longer, borderline uncomfortable pauses to grab conversation and change it as you need
• If there’s 2-3 things you believe matters to being an effective manager, then go out and pursue diligently them 100 times, 1000 times.
• Having 1on1s
• Being on time. If people are late, kindly make the point at the beginning of the meeting that it's important to you and the team.

• Note to self (not actual podcast content): In manager readme add list of topics you would love to talk about in one on one like what are you bored with. 

#manager