,
5 tweets,
1 min read
Read on Twitter
holy fuckola, if there's one book I wish I'd read two years ago it's this one: "Five Dysfunctions of a Team". It's like the laws of thermodynamics for why teams fuck up (or underperform) and how to fix them.
amazon.com/Five-Dysfuncti…
amazon.com/Five-Dysfuncti…
I was lucky enough to be a pretty intuitive manager. People naturally listened to me and wanted to go in whatever direction I pointed, right from the start.
At least I used to think of it as "lucky". Now I think it sets you up for a harder time if you climb the ranks.
At least I used to think of it as "lucky". Now I think it sets you up for a harder time if you climb the ranks.
Line managers who have to work out how to be effective without the benefit of charisma or whatever magic skill you used, seem to have an easier time transitioning to director and above.
Your intuition and magic skill is yours, you can't teach it to other managers.
Your intuition and magic skill is yours, you can't teach it to other managers.
The only way you can help other managers is by diagnosing the dysfunctions from first principles, then helping them unlock their *own* secret sauce.
(Which is 98% them and maybe 2% you, tbh.)
(Which is 98% them and maybe 2% you, tbh.)
Feels like I'm still unpacking and untangling what those first principles are. Desperately wish I'd done that part as a director or senior manager of an engineering org, not as CEO.
