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I really appreciate the idea of asking folks about their best and worst days working

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Was also struck by this idea of "tweaking the environment" to meet larger goals and/or capitalize on people's strengths.

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To identify a person’s weaknesses, just invert the question: “What

was the worst day you’ve had at work in the past three months?” And then probe for details about what he was doing and why it

grated on him so much.

I'd like to talk about this more; specific project work adds complexity to this idea.

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The three levers/ things to know about one's employees resonated with me

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"Fine shadings of personality, though they may be invisible to some and frustrating to others, are crystal clear to and highly valued by great managers."

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Capitalizing on and sharing people's strengths as a way to build interdependency and a strong team culture

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Capitalizing on what is unique about each person builds a stronger sense of team, because it creates interdependency

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Capitalizing on what is unique about each person builds a stronger sense of team, because it creates interdependency

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Assumes one manager manages multiple people; would like to discuss how we can collaborate with each other to achieve this in our structure (1:1 or 1:2)

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I think the text assumes that we are thinking of the role "manager" separately from role of "leader". In some contexts, we will be doing both-- interesting and fun to think about how to reconcile that with the assertion that "great managers do the opposite of what great leaders do"

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Your focus should be on strengths and to reinforce self-assurance

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Your focus should be on strengths and to reinforce self-assurance

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The simplicity of "and the others were cool with it" explanation of individualization that might be a threat to team-i-nees seemed questionable to me.

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I think I might argue that sometimes the systems and structures within an organization make it challenging to allow folks immediate opportunities to tap into their unique strengths and the things that most give them energy in this work. Sometimes as HM we can see it but we aren't the folks with the power to make those shifts for the people we support

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Triggering great performance is circling over and over in my mind-- a questions to ask myself often to check what I am doing/not doing...

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Identifying and capitalizing on each person's uniqueness saves time.

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The concept of valuing "uniqueness" resonates with me.

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Capitalizing on individual strengths saves time and improves performance.

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Capitalizing on individual strengths saves time and improves performance.

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"When a person succeeds, the great manager doesn’t praise her hard work. Even if there’s some exaggeration in the statement, he tells her that she succeeded because she has become so good at deploying her specific strengths. This, the manager knows, will strengthen the employee’s self-assurance and make her more optimistic and more resilient in the face of challenges to come."

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"When a person succeeds, the great manager doesn’t praise her hard work. Even if there’s some exaggeration in the statement, he tells her that she succeeded because she has become so good at deploying her specific strengths. This, the manager knows, will strengthen the employee’s self-assurance and make her more optimistic and more resilient in the face of challenges to come."

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Tailoring praise to fit the person is mostly a manager’s responsibility.

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Tailoring praise to fit the person is mostly a manager’s responsibility.

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The ability to keep tweaking roles to capitalize on the uniqueness of each person is the essence of great management.

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The ability to keep tweaking roles to capitalize on the uniqueness of each person is the essence of great management.

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I want to learn more about the specific the framing for the capstone project so that I have a sense of when/how checking in would be most meaningful

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Seeking clarity around how employee growth goal setting / mid year conversations will be adapted for newer employees so I can support my team with this formal structure

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Asking them what's working, what isn't working, and about additional challenges at the end of 1:1's.

Identifying ways to bring them into project work, shadow opportunities, and bcc on correspondence as well as holding time to debrief what they're observing/ hearing.

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I plan to carve out time in 1:1s to norm on the pieces of content development and training facilitators (ex: looking at decks against the list of design principles; co-creating facilitator training agendas; etc.). I want to build a strong shared understanding of how success can look with these things to leverage in the future when there is less time for norming.

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Providing resources, tools, and guidance to my team in order to reduce the lift of starting as home managers and creating space to individualize support to their context and needs (and those of their direct reports).

Goal: Reduce the anxiety/stress of the unknown and support managers in feeling equipped to lead.

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How can this team best share key project information for projects our direct reports are on that we are not to ensure we have a baseline understanding of what they're working on?

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Do we have a sense of when our folks' portfolios will be growing and when we need to start being a part of those conversations about capacity and matching?

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Building organizational knowledge of systems and processes, leveraging my check-in time with Julia to address questions

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When does the goal setting cycle begin? Calendar year, aligned to fiscal year?