受益匪浅

2022年最喜欢的书之一。虽然不在科技行业，仍然受益匪浅。即使不当领导，也能学到一些评判和选择领导的技巧，并且更理解领导的心理与行为。

因为我本身还只是个初级管理者，跳读了后面几章CTO的驭人术。

作为被管理者

• 跟领导要反馈，好的反馈记下来年终总结的时候用；批评建议越及时越有用
• 想升职的时候更要跟领导谈，了解自己哪里有不足，怎么能进步。我前两年在这方面非常激进，跟领导讨论完自己哪里需要改进之后，会着重努力，并随时记录自己的进步，几个月之后汇总做一份ppt，给领导讲一下为什么自己已经可以升职了。亲测有效
• 好的领导知道怎么做才能升职，对公司的游戏规则有深刻理解
• 资深一点的员工应该为一对一准备话题，因为越高级的领导越没时间天天考虑跟你一对一聊什么
• 越资深的员工得到的personal feedback会越少，评价资深员工的标准也会从个人的表现转到团队表现和战略价值
• 跟领导聊天不能光提出问题，不提解决方案。就算没有完美的方案，也要跟领导讲一下自己的想法，寻求领导指点，这样才能显示自己动过脑子了，而且还特别尊重信任领导。"needing advice" instead of "need you to solve this problem for me"

作为管理者

• 权力关系的转换：在你的下属眼里（尤其是刚入职的下属或者实习生），你可是个领导，是当权者，ta生怕说错话问错问题，导致有时候听不懂都不敢问。所以要多沟通，试着用不同的方法反复沟通
• 你的目的是要让下属学会技能，能出活，所以吼人是没用的，还是要多磨练自己的沟通和教授技巧
• 很多因为技术好而被提拔的经理都有个毛病，总是自己亲自上手干活。要记住自己是manager而不再是individual contributor，最大的贡献应该是管理好团队资源
• 管理人需要的技能与当一个技术员工是不同的，想在管理路线有长足的发展，就要磨练管理的技能。"The hardest thing to prepare for as you advance in your career is the idea that you’re going to start doing totally different things. As much as you may want to believe that management is a natural progression of the skills you develop as a senior engineer, it’s really a whole new set of skills and challenges."
• "Ultimately, the value of planning isn’t that you execute the plan perfectly, that you catch every detail beforehand, or that you predict the future; it’s that you enforce the self-discipline to think about the project in some depth before diving in and seeing what happens. A degree of forethought, in places where you can reasonably make predictions and plans, is the goal. The plan itself, however accurate it turns out, is less important than spending time on the act of planning"
• 如果你发现组员总是不按照你设计好的流程办事，反思一下这个流程改怎么改进
• 了解你的下属才能更好地管理他们。可以聊聊 "How do you like to be praised, in public or in private? Some people really hate to be praised in public. You want to know this. What is your preferred method of communication for serious feedback? Do you prefer to get such feedback in writing so you have time to digest it, or are you comfortable with less formal verbal feedback? Why did you decide to work here? What are you excited about? How do I know when you’re in a bad mood or annoyed? Are there things that always put you in a bad mood that I should be aware of? Maybe a direct report fasts for religious reasons, which sometimes makes him cranky. Maybe he always gets stressed out while on-call. Maybe he hates reviews season. Are there any manager behaviors that you know you hate? If you asked me this question, my answer would be: skipping or rescheduling 1-1s, neglecting to give me feedback, and avoiding difficult conversations. Do you have any clear career goals that I should know about so I can help you achieve them? Any surprises since you’ve joined, good or bad, that I should know about?"
• 可以让新进组的组员来改进onboarding doc：有什么地方已经过时了需要更新，有什么他当时看不懂的可以写得更清楚。设计一个流程，让每个新人都能更新这些文件
• 跟下属共享一个文档用来存放一对一的笔记，这样讨论过的话题都有记录。亲测好用，这些记录不仅在年终给下属写review有用，作为一个新的manager，我还用某些笔记跟我的领导展示我是怎么管理下属和提供反馈的
• 对于有一定能力的下属，不用参与ta管理的项目的每一个细节。跟ta讨论一下你的参与程度，告诉ta什么情况需要向你报告，这样不仅自己省事，下属也得到了磨练。Autonomy is an imporant element of motivation
• 好的领导要善于发现才能并帮助下属发挥长处。可以定时反思一下，看看过去一两周你的每一个下属都有什么值得表扬的
• 写review的时候：每个观点都要有事实和例子，这样才能避免偏见；多写点长处和优点；"When it comes to areas for improvement, keep it focused"
• 如果下属表现不好，要及时沟通，帮助ta理解跟目标的差距，并且保留书面沟通的证据
• 作为一个技术型领导，在做到高层之前不能完全不做技术工作，要不然对项目瓶颈和流程优劣会缺乏切身体会
• 沟通小技巧之“不拒绝，而是共同决定重点”： Saying no to your boss rarely looks like a simple “no” when you’re a manager. Instead, it looks like the “yes, and” technique of improvisational comedy. “Yes, we can do that project, and all we will need to do is delay the start of this other project that is currently on the roadmap.” Responding with positivity while still articulating the boundaries of reality will get you into the major leagues of senior leadership. This type of positive no is a pretty hard skill for most engineers to master. We’re used to articulating the downsides of projects, and getting out of the knee-jerk “no, that can’t happen” habit is hard. Start mastering the “yes, and” strategy for saying no, particularly when interacting with your boss and peers, and see how it often transforms contentious disagreements into realistic negotiations for priority.
• 观察团队的工作，有什么效率低下的地方，要思考怎么才能用更少的时间给公司创造同样的价值
• 也要反思自己是不是在做无用功：constantly ask yourself the same questions you ask your team: Can I do this faster? Do I need to be doing this at all? What value am I providing with this work?
• 跨级一对一的话题：What do you like best/worst about the project you are working on? Who on your team has been doing really well recently? Do you have any feedback about your manager — what’s going well, what isn’t? What changes do you think we could make to the product? Are there any opportunities you think we might be missing? How do you think the organization is doing overall? Anything we could be doing better/more/less? Are there any areas of the business strategy you don’t understand? What’s keeping you from doing your best work right now? How happy (or not) are you working at the company? What could we do to make working at the company more fun?
• 面试管理者的问题：Ask the manager to describe a time when she ran a project that was behind schedule, and what she did in that scenario. Or ask her to role-play with an employee who is thinking about quitting. Ask the manager to describe how she’s coached employees who were struggling, and helped great employees grow to new levels. Ask her about her management philosophy. If she doesn’t have one at all, that might be a red flag. While a new manager may not be able to answer this question well, an experienced manager who has no clear philosophy is a cause for concern. What does she think the job of a manager is? How does she stay hands-on, and how does she delegate?