Search Results for: feedback

Rainbows and Unicorns

Peggle is a casual game developed by Popcap. Originally released in 2007, the game is memorable because of it’s absolutely over the top level finishing sequence. In an explosion of rainbows, fireworks, unicorns, and Beethoven’s Ode to Joy, you are generously emotionally rewarded when you finish a level. As a friend commented at the time,… More

# Management 5 Comments on Rainbows and Unicorns

Regardless of seniority, every good manager will:

  • Order pizza.
  • Give feedback.
  • Listen.
  • Take out the recycle/trash. Not a metaphor.
  • Need to find additional things to delegate.
  • Try to support their direct reports to eventually become better than them.
  • Consider constructive feedback regardless of who delivers it.
  • Do what they say.
  • Have regular, un-cancelable 1:1s.
  • Protect their team, push for greatness, and prepare for the future.
  • Get their hands dirty when called for.
  • Focus on helping their team to be wildly successful.
  • Put people first.
  • Give a shit.
  • Relentlessly hustle for their team.
  • Tell the truth.
  • Care.
  • Feel deeply and profoundly awful for disappointing someone on their team.
  • Make mistakes and learn from them.
  • Remove fear.
  • Be the bullshit umbrella and not the bullshit funnel.
  • Remember (and maybe learn from) the time when they weren’t a manager.
  • Work harder than their employees.
  • Educate.
  • Provide consistent and predictable structure.
  • Back up their team when they say “no” to something.
  • Not be a prick.
  • Model the culture and spirit they want to develop in their workplace.
  • Translate corporate bullshit into normal-speak.
  • Empower their staff members.
  • Move things out of their way, including yourself.
  • Regularly feel self-doubt.
  • Be an advocate.
  • Be an ally.
  • Amplify the good in people.
  • Fight the grapevine confusion.
  • Be the first to metamorph to the chrysalis phase.
  • Define reality and say thank you.

(Sourced via the fine humans on Twitter.)

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Expose the Vampires

It is difficult to measure the internal cost of energy lost to process because no one measures the energy of organizations. No one can really quantify the costs energy-sucking people and tasks exact from your people. Instead, you see the costs indirectly: In the defection of your stars, in the recruits you didn’t land, and in the direct advice and feedback you’re not getting because the truth-tellers are reporting to energy vampires.

(Via hbr.org)

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Rands Management Glossary

Traditionally, a glossary functions to clarify terms in a book. The fact is I haven’t used many of the following terms in this book, but you still need to know them. Whether you’re a manager or working for a manager, there are those out there who will use these words to confuse you. They’ll throw… More

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Why I Slack

Earlier this year, I ran a survey to get ideas about how leaders could mobilize. 1311 of you filled out the survey which mean I’m certain the results are full of good ideas and inspiration. It also means I have to mine them. An obvious mobilization tactic was a mailing list. Sure, it’s old school,… More

# Tech Life 14 Comments on Why I Slack

FriendDA Updates

I’ve made small changes to the FriendDA based on feedback to this post.

  • All the proposed changes in the post have been put into the latest version of the FriendDA.
  • I’ve changed the Creative Commons license to be ShareAlike – it is no longer No-Derivatives.
  • There’s a Github repository that contains the current Markdown and HTML versions. Fork away.

These changes, I believe, will make the FriendDA slightly more useful. Thanks to everyone who contributed feedback.

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