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How do you measure someone's potential for a position? This was mentioned as the most important characteristic but given no proper treatment in the text.

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1. According to the reading, a person's potential is the most important characteristic for an employment position. (Not sure if or how this can be quantified.)

2. Personality types and assessments are recommended. I've never taken a personality assessment for an employment position, and I am seeing more criticism of this practice (over the last 2 years). Not sure how relevant or valued personality assessment are today?

3. Giving feedback is important to the health of an organization. It's more than the manager/leader and the team member.

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1. When providing tough feedback on employee performance, ask the recipient how they want or need to be helped. What resources do they need? This makes the work and the improvement a shared responsibility.

2. I'm intrigued by the 360-degree feedback exercise but think leaders hide behind those exercises instead of giving useful, actionable, timely feedback when it's most needed. Susan Scott has a lot to say about this practice and these tools.

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1. Giving feedback is important not only at the individual level but also at the TEAM level.

2. People perform their highest when participation (i.e. Social Contract) is a two-way street. Meaning they give their best efforts and are rewarded with growth, satisfaction, and compensation.

3. Thinking and working horizontally (with other teams) are key to navigating and balancing success for the entire organization.

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1. It was interesting to me that technology continues to outpace our ability, at all levels of organizations, to adapt to changes.

2. Also interesting, the idea of evaluating your entire team on performance. This is not something I've experienced before. Most performance is assessed between the manager and employee.

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The book simplifies the idea of removing someone from your team that is not working out. "This means that if one of your direct reports isn't working out, you need to take them of your team." (pg 84). Is this easier at a senior leadership level? Seems very over simplified for all levels of an organization.

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1. I understand that adaptability and emotional intelligence are key to successful teams but how does one build that or how do you hire for that. Seem very subjective.

2. I have taken personality tests and they are easy to game.

3. The idea of employment as a social contract was new to me. I don't think most companies view it that way.

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1. Having been a manager of 80 employees, it is very hard to remove them without the long PIP. The book makes it sound easier said than done.

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I found the idea of a "boundaryless organization" through participation in a two-day "work-out". I think this sounds amazing, but execution may be challenging.

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What to look for in getting the right people on board

How to effectively give and receive feedback

The importance in making tough decisions around who is on your team

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The list of secrets of great teamwork

The different ways people and organizations give and receive feedback