Jonathan Rosenberg

“I want someone I can learn from, and someone to break ties.”

She added a bit more wisdom for the first-time CEO: “Bill, your title makes you a manager; your people make you a leader.”

Remember, he believed the most important thing a manager does is to help people be more effective and to grow and develop, and the 1:1 is the best opportunity to accomplish that.

5 WORDS ON A WHITEBOARD
HAVE A STRUCTURE FOR 1:1s, AND TAKE THE TIME TO PREPARE FOR THEM, AS THEY ARE THE BEST WAY TO HELP PEOPLE BE MORE EFFECTIVE AND TO GROW.

THE MANAGER’S JOB IS TO RUN A DECISION-MAKING PROCESS THAT ENSURES ALL PERSPECTIVES GET HEARD AND CONSIDERED, AND, IF NECESSARY, TO BREAK TIES AND MAKE THE DECISION.

DEFINE THE “FIRST PRINCIPLES” FOR THE SITUATION, THE IMMUTABLE TRUTHS THAT ARE THE FOUNDATION FOR THE COMPANY OR PRODUCT, AND HELP GUIDE THE DECISION FROM THOSE PRINCIPLES.

ABERRANT GENIUSES—HIGH-PERFORMING BUT DIFFICULT TEAM MEMBERS—SHOULD BE TOLERATED AND EVEN PROTECTED, AS LONG AS THEIR BEHAVIOR ISN’T UNETHICAL OR ABUSIVE AND THEIR VALUE OUTWEIGHS THE TOLL THEIR BEHAVIOR TAKES ON MANAGEMENT, COLLEAGUES, AND TEAMS.

For a great many people, the money is about the money.
But it’s also about something else. Compensation isn’t just about the economic value of the money; it’s about the emotional value. It’s a signaling device for recognition, respect, and status, and it ties people strongly to the goals of the company.

COMPENSATING PEOPLE WELL DEMONSTRATES LOVE AND RESPECT AND TIES THEM STRONGLY TO THE GOALS OF THE COMPANY.

THE PURPOSE OF A COMPANY IS TO BRING A PRODUCT VISION TO LIFE. ALL THE OTHER COMPONENTS ARE IN SERVICE TO PRODUCT.