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Patty McCord. Powerful
CONTENTS
INTRODUCTION. A New Way of Working | Foster Freedom and Responsibility |
People Have Power; Don’t Take It Away
Managing People Like Managing Innovation
The Discipline of Freedom and Responsibility
CHAPTER ONE. The Greatest Motivation Is Contributing to Success | Treat People Like Adults |
Great Teams Relish a Challenge
Policies and Structure Can’t Anticipate Needs and Opportunities
When I Saw the Light
CHAPTER TWO. Every Single Employee Should Understand the Business | Communicate Constantly About the Challenge |
People Don’t Want to Be Entertained at Work; They Want to Learn
The Heartbeat of Communication
Ensure That Communication Flows Both Up and Down
Everyone Working for You, at All Levels, Can Understand Your Business
Team Coaches Are the Model, Not Guidance Counselors, Professors, or Entertainers
Keep At It Constantly
CHAPTER THREE. Humans Hate Being Lied To and Being Spun | Practice Radical Honesty |
Have You Said This to Their Face?
People Learn to Welcome Criticism
Practice Your Delivery
Model Honesty and People Will Pick the Habit Up
Provide Mechanisms for Feedback
Everyone Deserves to Know About Problems with the Business Too
Admit When You’re Wrong and You’ll Get Better Input
When People Share Openly, It’s Harder to Rewrite History
Anonymous Surveys Send a Mixed Message
CHAPTER FOUR. Debate Vigorously | Cultivate Strong Opinions and Argue About Them Only on the Facts |
Have an Opinion, and Be Right Most of the Time
Data Doesn’t Have an Opinion
Beware of Data That Looks Great but Doesn’t Matter
Debate Only for the Sake of the Business and Customers
Earn a Reputation for Selflessness
Orchestrate the Debates You Want
CHAPTER FIVE. Build the Company Now That You Want to Be Then | Relentlessly Focus on the Future |
Don’t Let Hiring Become a Numbers Game
Don’t Expect That Your Current Team Can Be Your Team for Tomorrow
Fast-forward Six Months
You’re Building a Team, Not Raising a Family
Sometimes Promoting Is Not the Right Solution
Put Yourself in a Start-up Founder’s Shoes
Nostalgia Is an Early Warning Sign
CHAPTER SIX. Someone Really Smart in Every Job | Have the Right Person in Every Single Position |
Be a Great Company to Be From
Great Work Is Not About the Perks
Money Doesn’t Buy Love
Motivation Is About Talent Density and Appealing Challenges
The Diversity of Brilliance
Getting Under the Résumé
Build a Culture of Hiring
Your HR People Must Be Businesspeople
CHAPTER SEVEN. Pay People What They’re Worth to You | Compensation Is a Judgment Call |
Separate Performance Review and Compensation Systems
Account for the Value of Working for You
The Value of Paying Top of Market
The Magical Thinking of Signing Bonuses
Transparency Helps Mark to Market
CHAPTER EIGHT. The Art of Good Good-byes | Make Needed Changes Fast, and Be a Great Place to Be From |
Taking Performance Evaluation Ten Games at a Time
Why Not Just Get Rid of Formal Reviews?
RIP the PIP (or Actually Help People Improve Performance)
People Very Rarely Sue
About “Engagement”
My Algorithm
Owning and Living the Culture
Living It Myself
Conclusion
Notes
In Gratitude
