I picked this book up after hearing my wife and sister-in-law discuss it. I was interested. And it’s one of the best management books I’ve read. Here’s what I learned:

  • At Apple we hire people to tell us what to do. Not the other way around.
  • You have to build relationships of trust that can support it.
  • Management is not babysitting. it is:
    • Guidance – this is called feedback (praise and criticism). People dread feedback.
    • Team Building – Figuring out the right people for the right job.
    • Results
  • Bosses guide a team to achieve results.
  • Relationships drive you forward. Similar to the monkey clans that we listened to where the most social monkey, not the strongest, leads the pack.
  • To build trust, you must share a bit more than “your work-self”. When people trust you and believe you care for them.
  • “Being responsible sometimes means pissing people off”
  • If nobody is ever mad at you, probably aren’t challenging your team enough.
  • Understand wording. “You sound stupid” vs. “You’re stupid”. Focus on the action, not the person. Never make it personal.
  • Be direct. Be clear. It’s not mean.
  • Even when it’s a success, there’s always room for feedback.
  • People would rather work for a competent asshole than a nice incompetent.
  • To give criticism, also means to take criticism. Build trust with team by asking for criticism.
  • Your job is to listen with intent. Don’t ever act defensively.
  • When I’m criticizing, be less nervous. Focus on just saying it, rather than overthinking. “Just go down the waterslide; don’t overthink it.”
  • The best thing you can do to someone who is really good. Point out when they’re not.
  • Criticize without being discouraging. And build trust “e.g. you have spinach in your teeth and let them know.”
  • Care Personally
  • Your team will be built with rock stars and superstars. Rock stars do a great job in the role they are in. Super stars want the next thing.
  • Not all people want the next role. And any boss that holds them back is shit.
  • Don’t bullshit people in feedback and their career.
  • Let a person find their own purpose in work. You won’t be able to define it for them.
  • Be a partner, not an absentee manager or micromanager.
  • Ask a lot of questions to challenge people.
  • Spend time with “all” your children from the superstars to the rockstars. Don’t let them on their own; that shows you don’t care.
  • The Peter Principle – Getting promoted to the level of incompetence.
  • The boss sets up the quality bar. The thing that is mean is lowering the bar.
  • When you have to fire someone, you give them the opportunity to do well and find happiness elsewhere. People don’t want to be fired. Remember that.
  • Don’t hire Assholes.
  • Telling people what to do never works.
  • “To drive better results at Google, I had to work on being more collaborative. ” They agreed with the way I restructure the work, but no the way that I had gone about it.
  • “It’s your job to convince me I’m wrong. You failed.” Quote after making the wrong decision
  • Steve didn’t just challenge others. He insisted that they challenge him back. If he roars at you, you better roar back… or he’ll eat you for lunch.
  • The best leaders keep dirt under their fingernails.
  • When facts change, I change my mind
  • Never tell people how they should feel. “Don’t be sad…” Never works…
  • Never be annoyed. Never be impatient. Welcome criticism, so you can learn.
  • Be explicit in compliments… “I like it. I think your way of using red was really creative…”
  • Accuse the action, not the person. Actions can be corrected.
  • Most bosses fear about being jerks. But most employees fear their bosses aren’t shooting straight with them.
  • Be helpful, humble; do it immediately in person; praise in public; criticize in private.
  • Always have career conversations with employees, even if it doesn’t include the company. Care personally
  • Walk around. Remove meetings.