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Manager's Handbook (2020)

themanagershandbook.com

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Re: Manager's Handbook (2020)

#41

Post by bawolff »

catach wrote: post #24
Kototama wrote: post #23

Oh no, it has a whole section on enneagram, which is pseudo-science.

They do preface with: "It is not an exact science. It is not there to pigeonhole people or to be an excuse for bad behavior. It is just a useful framework for understanding yourself and others a little better. And the better you understand someone, the better you can work together."

> It is just a useful framework for understanding yourself and others a little better.

the critics would say it is not useful for that purpose - that the results do not reflect people's actual personality whatsoever.

Re: Manager's Handbook (2020)

#42

Post by ericb »

> The first time someone doesn’t meet an agreement, you point it out to them immediately. If they apologize, you respond that apologies are not needed, and all that is required is that they only make agreements that they can commit to and that they meet all the agreements they make. If the person continues to fail at these, there is only one consequence that makes sense: they can no longer be part of the company.”

This reads like a toxic culture playbook.

Managers can commit to nothing, or commit to things and fail when there are inevitably things they can't control and face "consequences."

A strange game. The only winning move is not to play.

Re: Manager's Handbook (2020)

#43

Post by jackblemming »

ericb wrote: post #42

> The first time someone doesn’t meet an agreement, you point it out to them immediately. If they apologize, you respond that apologies are not needed, and all that is required is that they only make agreements that they can commit to and that they meet all the agreements they make. If the person continues to fail at these, there is only one consequence that makes sense: they can no longer be part of the company.” Th…

Right? And why point it out immediately the first time? Everyone messes up occasionally. No need to be habitually breathing down their neck. Rebuking an apology just makes you sound like an asshole.

Re: Manager's Handbook (2020)

#44

Post by cscurmudgeon »

ericb wrote: post #42

> The first time someone doesn’t meet an agreement, you point it out to them immediately. If they apologize, you respond that apologies are not needed, and all that is required is that they only make agreements that they can commit to and that they meet all the agreements they make. If the person continues to fail at these, there is only one consequence that makes sense: they can no longer be part of the company.” Th…

> all that is required is that they only make agreements that they can commit to and that they meet all the agreements they make.

An when you do that, the toxic manager responds with "Is that all you can do?"

Re: Manager's Handbook (2020)

#45

Post by simonw »

rebeccaskinner wrote: post #37

I really dislike the idea that people should be required to have their cameras on for all meetings. I think for people who rarely see one another in person, it can be good to try to encourage people to be on video occasionally, but when and how often should really be left up to the individual. As a manager, I make it a point to try to turn my own video on most of the time, but I'd never ask someone to turn their came…

I tried a few audio-only meetings recently and they were SO refreshing - massively less tiring than a video meeting.

Re: Manager's Handbook (2020)

#46

Post by twayt »

jackblemming wrote: post #43
ericb wrote: post #42

> The first time someone doesn’t meet an agreement, you point it out to them immediately. If they apologize, you respond that apologies are not needed, and all that is required is that they only make agreements that they can commit to and that they meet all the agreements they make. If the person continues to fail at these, there is only one consequence that makes sense: they can no longer be part of the company.” Th…

Right? And why point it out immediately the first time? Everyone messes up occasionally. No need to be habitually breathing down their neck. Rebuking an apology just makes you sound like an asshole.

This works as intended to alienate people who can’t keep the commitments they make. Both by actively eliminating them and passively making it a painful place for them to work.

The people who can keep commitments they make would enjoy working there.

I’m sure once they’ve developed a track record of keeping the commitments they make, it won’t be as draconian as it seems.

However this disincentivizes the often productive approach of “throwing your hat over the fence” so to speak and committing to something you may not already know is achievable.

Perhaps clearbit’s business model doesn’t hinge on their employees driving innovation and they need more predictable results at a reliable cadence.

This approach doesn’t work for everyone or every company. This seems to be by design.

Re: Manager's Handbook (2020)

#47

Post by kayodelycaon »

bawolff wrote: post #40
rebeccaskinner wrote: post #37

I really dislike the idea that people should be required to have their cameras on for all meetings. I think for people who rarely see one another in person, it can be good to try to encourage people to be on video occasionally, but when and how often should really be left up to the individual. As a manager, I make it a point to try to turn my own video on most of the time, but I'd never ask someone to turn their came…

Sometimes zoom fatigue is real and being watched all the time is exhausting (somehow more so than real in person meetings)

It’s because in real meetings, you know who people are focusing on. In virtual meetings, everyone is staring at you all the time.

Re: Manager's Handbook (2020)

#48

Post by darkerside »

jackblemming wrote: post #43
ericb wrote: post #42

> The first time someone doesn’t meet an agreement, you point it out to them immediately. If they apologize, you respond that apologies are not needed, and all that is required is that they only make agreements that they can commit to and that they meet all the agreements they make. If the person continues to fail at these, there is only one consequence that makes sense: they can no longer be part of the company.” Th…

Right? And why point it out immediately the first time? Everyone messes up occasionally. No need to be habitually breathing down their neck. Rebuking an apology just makes you sound like an asshole.

I agree rebuking an apology is weird.

I do think it's good to point it out right away. How you do so depends on whether it mattered or not.

If it mattered: I noticed you weren't able to get X done as planned. Marketing will need to postpone campaign Y which will affect our numbers for the quarter. Can you give me a heads up early next time?

If it didn't: I noticed you weren't able to get X done as planned. It's not a big deal, but were there any blockers I can help clear for you? I want you to feel good about being able to deliver on your promises.

Re: Manager's Handbook (2020)

#49

Post by Invictus0 »

rebeccaskinner wrote: post #37

I really dislike the idea that people should be required to have their cameras on for all meetings. I think for people who rarely see one another in person, it can be good to try to encourage people to be on video occasionally, but when and how often should really be left up to the individual. As a manager, I make it a point to try to turn my own video on most of the time, but I'd never ask someone to turn their came…

Hard disagree. At my last company, "people should have the choice" very quickly turned into "I didn't know you had a beard".
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