Personal Disclaimer Some ideas, advices, breaking rules are a little bit away from some coaching believes I have. Remember the book is primary focused on things like Performance(management) is really not focused on Transformation/change(leadership) neither people growth(coaching).
Miscellanea of managers… not software ones…Jobs with different natures…
As you all knowI’m not a managementFanboy! But…80K managers researchAdd some solid data andinteresting insights.
Some insights like: • Don`t treat everyone the same • Don`t fix people weakness • Focus tuning talent on performance • Workspace that attract great people and keep they there. • 12 questions to check the straight of workplace… • People leave managers not companies. • Employ perception(even on physical environment) is colored by his relationship with the manager.
Neuroscience says: By the time a person Is on his middle-teens there is a limit of how much a character can be changed.Every individual is unique and people don’t changethat much.
Know the difference: Factual Knowledge What should be taught Experiential Knowledge What is better be learned thought experience
Resist thetemptation to control Temptations • Perfect people • My people don`t have enough talent • Trust is precious, must be earned • Some outcomes defy definition
Book Club #3Thank You!Obrigado!Software Architect | Agile Coach