Yol · 12 Stations · 12 days · Career & Business › Leadership
Lead Your First Team
Someone whose team gets better outcomes because of them, not despite them: runs one-on-ones people want, gives feedback that lands, delegates decisions, and builds a team that argues well and commits.
Twelve Stations, one a day, from six books that new managers actually keep: what the job is now, the first ninety days, leverage, the one-on-one, candour, feedback, delegating the decision, competence and clarity, trust, commitment, hiring and hard conversations. It ends with a one-page manager operating system you have run for a month.
The road, station by station
01Your job changed
~5 minfrom The Making of a Manager
Today’s Station — start →
02The first ninety days
lockedfrom The First 90 Days
03Managerial leverage
lockedfrom High Output Management
04The one-on-one
lockedfrom High Output Management
05Care personally, challenge directly
lockedfrom Radical Candor
06Feedback that lands
lockedfrom Radical Candor
Milestone
One-on-ones running
Weekly one-on-ones with every direct report, on their agenda, kept for three weeks; one piece of specific, direct feedback given and one asked for. Not a meeting series; the rhythm your team starts trusting you through.
07Delegate the decision, not the task
lockedfrom Turn the Ship Around!
08Competence and clarity
lockedfrom Turn the Ship Around!
09Trust first, then conflict
lockedfrom The Five Dysfunctions of a Team
10Commit, then hold each other to it
lockedfrom The Five Dysfunctions of a Team
11Hiring, and the hardest conversation
lockedfrom The Making of a Manager
12Your manager operating system
lockedfrom The Making of a Manager
Milestone
Destination: A manager, not a promoted expert
Your one-page manager operating system run for four weeks: one-on-ones kept, one decision delegated with 'I intend to', one hard conversation had, and the team's goal clear enough that they decide without you. Not a perfect manager; someone who has stopped doing the work themselves.