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• 作者： 阅读记录细胞 发布时间：2019-06-30 16:14:29

  阜外nb

• 作者： 放逐科比 发布时间：2018-10-28 19:59:34

  正经正史读不下去时，读读这类闲暇文字可以感受到生活的美好

• 作者： 13 发布时间：2013-03-22 00:28:46

  被书名吸引。

• 作者： 彩色猫猫 发布时间：2019-11-24 21:14:44

  “臭名昭著”的哥萨克算是被作者无情的具象化了，战争中人性的丑恶会放大，反之人性的光辉也一样，但在作者这里没有一篇正面报道，看来也就一枚愤青而已。作者极尽东一榔头西一棒槌之能事，经常感觉这边写了个半截，又跳到另一边去了，把人吊得云里雾里。很多比喻也用得牵强，看着别扭。这种毫无正能量写得还一般般的东西，图新鲜的随便翻翻也就可以扫入字纸篓了。

• 作者： Beth 发布时间：2012-02-16 11:32:19

  非常，这个…… 呃~~ -______-"非常有趣的一本书。

• 作者： lala 发布时间：2022-02-21 19:56:26

  不知道作者本人读不读得懂自己写的书

• 跳出IC思维——你是团队的乘数吗？

  作者：Daisy Zhang 发布时间：2020-11-15 15:28:18

  世间万物，都离不开资源二字。当你是个IC (Individual Contributor)的时候，资源就是你的时间。当你成了团队管理者，麾下资源就是你的时间+团队（人和时间）。

  习惯IC角色的人，大概不会马上意识到manager工作的精髓是让资源发挥乘数效应。其实也不必拘泥于manager这个称谓，无论是IC，还是Leader (IC track) ，亦或是Leader (Manager track)，调动优化永远有限的资源，达到multiplier effect 是永恒的人生和职业目标。

  Julie是个很擅长总结框架的作者，也是个精于细节的管理者。要达到乘数效应，她谈到了3大职责：Purpose，People 和Process。

  这3大职责里，在我看来，Process大概是比较容易搭建和迭代的。Purpose和People这俩，depedency太多也太多变，往往不是管理者一个人能控制的。Purpose得跟着组织overarching 的 strategy和goal来，虽然不会经常变化，但需要管理者有极强的政治嗅觉和见风使舵（暂且贬义褒用了）的能力。你必须让自己（对团队）的vision和公司的vision紧密结合，为团队的未来负责。而Purpose一旦有变化，很有可能就是血雨腥风，你需要花费大量时间善后——给团队不断解释，建立信心，再三洗脑。而管理People，更需要极强的艺术感和理性。你真诚地去了解团队，帮助他们发挥所长，但你永远不能把他们当家人看待，你是个运动队的教练，紧张活泼，应该转换自如。

  每个职责模块里，都是细节组成的例子。作为外国人，每每读到她提到的细节，我都提心吊胆不停反思，生怕自己以前哪里做得不够好，给合作团队带来了culture shock。值得庆幸的是，大概我的老板和前老板们都是这本书的读者，我也得益于他们身体力行，没有因为非母语的不自信忽视细节的力量。事实上，正因为非母语，我才尤其喜欢Overcommunication，观察记录细节，以至于时间久了，还得给自己暗示，don't read too much into it.

  这本书是我心中好老板的模板。我的老板和前老板们，细节做得都很到位，但有时候会掌握不好3大模块的动态变化。这很正常，因为我们都是不断在感性理性之间寻找平衡的普通人。要成为一个好的管理者，要的不是3个你，4个你，一个团队的你。而是一个站得更高，脚踏实地，也仰望星空的你。

  摘抄

  The goal of a manager: Improve the purpose, people and processes of your team to get as high a multiplier effect on your collective outcome as you can.

  A manager's job is to

  1. build a team that works well together

  2. support members in reaching their career goals and

  3. create processes to get work done smoothly and efficiently

  A manager's day is sorted into 3 buckets

  1. purpose: ensure your team knows what success looks like and cares about achieving it

  2. people: are they set up to succeed? Do they have the right skills? are they motivated?

  3. process: how your team works together

  The difference between Leadership and Management: Leadership is the particular skill of being able to guide and influence other people

  Your First 3 months as a new manager

  Scenario 1: THE APPRENTICE

  Step up when the team expands

  1. play the role of coach

  2. have hard conversations: frame criticisms as suggestions- "hey, just an idea, but have you considered...?"

  3. have people treat you differently or share less information with you

  Scenario 2: THE PIONEER

  Build your team

  When in doubt, ask 2 groups for help: 1) other managers in your org who support related functions 2) managers in your area of expertise outside your org

  Scenario 3: THE NEW BOSS

  In the first few months, your primary job is to listen, ask questions and learn

  You need to invest in building new relationships: "Since I'm new, you might not feel comfortable sharing everything with me right away. I hope to earn your trust over time. I'll start by sharing more about myself, including my biggest failure ever... "

  Scenario 4: THE SUCCESSOR

  Don't be pressured to be the former manager. Be yourself.

  How to achieve stellar 1:1s?

  1. Discuss top priorities: what are the most critical outcomes for your report and how can you help her tackle these challenges?

  2. Calibrate what "great" looks like: a shared vision of what you are working towards? expectations

  3. Share feedback

  4. Reflect on how things are going

  Understand each other a little better as human beings- when we've invested time to elarn about our colleagues' values, hobbies, families, life stories, etc

  People will forget what you said, what you did, but people will never forget how you made them feel

  How to give feedback

  Feedback is not identifying a problem and coming up with some possible solutions.

  1. Set clear expectations at the beginning. Feedback process should begin before any work does. You should agree on what success looks like- whether for a given project or for a given time period

  2. Give task-specific feedback as frequently as you can. Share it as soon as you can. Lightweight, habitual part of the day, and your reports benefit from getting small does of coaching in everything you see them do.

  3. Share behavioral feedback thoughtfully and regularly. Your words need to be thoughtfully considered and supported with specific examples to explain why you feel that way.

  Approach it with a sense of curiosity and an honest desire to understand your report's perspective. "Does this feedback resonate with you? Why or why not?"

  4. Collect 360 degree feedback for maximum objectivity

  When delivering critical feedback or bad news, don't make it a "compliment sandwich". It's ineffective- lobbing over a few superficial words of praise. Own the decision, Be firm, and don't open it up for discussion.

  Make things happen- Processes

  Start with the big picture. Describe over and over again the world you'd like to see. Try to connect every task, project, decision or goal with the org's highest-level purpose.

  Create a shared vision:

  1) what are the biggest priorities right now for our team?

  2) once top priorities are covered, ask yourself the second question: are we aligned in how we think about people, purpose and process?

• 司马迁的情与意志

  作者：北溟鱼 发布时间：2017-04-26 09:59:00