1. We’ll have a weekly 1:1. I’ll never cancel this meeting, but you can cancel it whenever you like. It’s your time.
2. Our 1:1 agenda will be in the meeting invite so we remember important topics. But you’re always free to use the time for whatever’s on your mind.
3. When I schedule a meeting with you, I’ll always say *when I schedule it* what it’s meant to be about. I will not schedule meetings without an agenda.
4. When I drop into your DM’s, I’ll always say “hi and why.” No suspense, no small talk while you are wondering what I want.
5. News or announcements that significantly impact you, your work, or your team will come from me directly in a 1:1, not revealed in a big meeting.
6. You’ll get feedback from me when it’s fresh. There will be no feedback in your performance review that you’re hearing for the first time.
7. I trust you to manage your own time. You don’t need to clear with me in advance your time AFK or OOO.
8. Your work gets done your way. My focus is on outcomes, not output. Once we’re clear on where we need to go, how to get there is up to you. If I ever find it necessary to suggest a specific approach, I will supply an example.
9. A team is strongest when it’s working together, looking after one another, and taking care of each other. Please look to your left and to your right for opportunities to help your colleagues. Please ask for help when you need it. Nobody works alone.
10. I trust you to skip level and talk to my manager or other senior management about anything you feel is relevant. You don’t need to clear it with me, and I’m not going to get weird about it when you do.
11. I will attribute credit appropriately to you and your team. I will never exaggerate my own role or minimize your contribution. I’ll be especially certain to nail down attribution when senior management are hearing of our accomplishments.
If this sounds good to you, please reciprocate by giving me in return what I need most: The truth. Give me your feedback, say when I’m wrong, and tell me your ideas for how we can do better.
If we trust each other, we can learn and grow together. That’s how I want to work with you. /🧵
Thanks for all the feedback and great ideas. If you'd like to talk about coaching, please head over to bizlet.org
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0/10 To manage a neurodiverse team, you’ve got to do whatever it takes to give everyone a chance to succeed. I teamed up with an Autism expert and a team of ND pals on this list of suggestions to help managers get the best from ND teams. Link to full article at the end.🧵
1/Some people with neuro differences prefer literal, direct language. Metaphors can complicate things. You’ll also help teams who don’t share a native language. For those w auditory issues, best to put it in writing. Closed captions on & cameras off may appeal to many.
2/Celebrate neurodiverse differences at work! Many are “masking” with exhausting, unsustainable efforts to suppress traits and conform to neurotypical norms. Why should their differences matter if they don’t harm the work? Come to work just as you are. Weird is wonderful!
➡️ 10 Unwritten Rules for Managers ⬅️
To be a good manager, it is said there are many unwritten rules. I say that is silly. Let us write them all down. 🧵
1. 👉 Admit When You’re Wrong. You know what’s hard to find? A leader who promptly admits their mistake, then says what they’ll do to fix it. If you want to know what people are looking for in a leader today, they are looking for this right here.
2. 🧑🏻💻 Say What, not How: A manager describes outcomes, not output. If you must ask for things to be done a certain way, please provide an illustrative example. But generally, you should not. For those who do too often, a very special job title is reserved: Micromanager.
Work/life balance WLB and wellness at work are more important than salary in attracting us to our jobs. Benefits are important, but managers make choices that affect us as well. Here are tips for how managers can enhance the WLB and wellness at work for their teams:
🗣 Talk to your team about their WLB and wellness at work. Ask them how it’s going. Normalize managers who talk about WLB. Normalize talk about wellness at work.
📆 Model healthy WLB behavior. SHRM best practices for wellness at work include a leader who models heathy behavior — that could be you! Managers can describe healthy habits, and talk about their not-so-great ones that they want to change.
As a manager, I want 1:1 meetings to focus my team's needs not my own. But I don't want to burden them with preparing an agenda (prob at the last minute) and I've learned that a no-agenda meeting can cause anxiety. Here's the 1:1 agenda I use today, LMK your thoughts: /0
1. Wellness: Are you safe and well? You needn’t disclose personal information, but I’m here to listen, especially if work is impacting your well-being. Do you feel physically and psychologically safe, is your work/life balance compatible with your mental health?
2. Readiness : Are you set up to succeed? Do you have what you need to meet your goals, starting with a clear understanding of what those are? What resources (material, organizational, or even just help and advice) might I provide that could help you be successful?
“Power and control are the opposite of respect” say these podcasters in discussing my 11 Promises. That is the most sensible thing that’s been said about the whole affair, and probably smarter than anything I wrote. firpodcastnetwork.com/fir-252-manage…
They also describe the thread as “not rocket science” and “very common sensical.” I found this reassuring because like all common sense, and plenty of science, the most obvious aspects are being furiously and frustratingly debated in the comments.
“The micromanager would be troubled” by the promises, they say, which would be nice if only it was true! The micromanagers are at war with the common sense commenters in the thread, but somehow one senses that the managers are sleeping just fine.
To whom it may concern: 10 things job seekers expect from recruiters and employers, a 🧵:
1. We’d like for your job postings to include not only salary, as increasingly required by law, but also total cash compensation, an overview of the benefits, and the name and title of the hiring manager.
2. Now that the compensation is out in the open, please never again ask us for our “salary expectations.” Our salary expectations are simple: Don’t try to get us to lowball ourselves.