Execution of The Agenda

Negative news will slowly bring you down, eventually draining your energy and leaving you unmotivated.

Try to keep your distance from people who complain a lot and from media that promotes negative news.

Many see failure as proof that our effort meant nothing. But failure is a feedback system and gives you the opportunity to fix things, reflect, and grow for the next time.

When you fail, take a step back, look at the events that led to it, try to find the lesson in the failure and act upon it.

It doesn’t have to be exhaustive. Just a quick outline will help. The point is to have something that guides you.

Do a quick plan on how much time and effort this idea will take, so you can have a bird’s eye view.

Good planning of resources help you plan out your energy and expectations. 

So plan out your time and resources accordingly and integrate them into your schedule/to-do list. Block out time in your calendar for the project. Give yourself some buffer as well, in case of contingencies.

• Use video, but also provide an audio dial-in-option,
• Test the equipment you are going to use before the meeting.
• Make sure people can see each other properly.
• Set an agenda, set some rules and clearly outline the next steps.
• Make sure presentations take very little time.
• Set a facilitator and call on people individually to speak.
• Capture feedback in real-time and tackle difficult issues.

Try listening more than you speak. Listen to experts and fellow enthusiasts, including those with whom you disagree. Absorb their perspectives, insights, and experiences.

From listening to others, we can gather valuable insights from both their successes and their failings.

But remember that using your voice as an everyday leader comes with a responsibility.

When sharing your opinion—in-person or via social media—be clear, be concise, and be constructive. That is the best way to be heard.

The "Where do you see yourself in 5 years" question is about the interviewer wanting to see if you can draw a straight line from the future back to the present. A two-part answer works well.

• " I want this particular job..." reinforces your desire for the position.
• In part two, explain your future plans "... because it will help ..."

You should answer the question honestly, but your answer should also reflect the research you put into the company.

Find out what training programs are offered through the firm while holding down your full-time job. Mention your goal to grow your skills, and you'll impress your interviewer with your future-focused desires.

The goal of an effective 1:1 is not an update from your direct report or for you to lay down some instructions. It's a conversation. It's a chance to hear about your direct reports' ideas for your product, their career goals, and possibly their opinion of their performance.

Keep a list of three potential topics ready for discussion. When they say they have nothing to discuss, you can jumpstart the conversation with one of your items.

Your most precious resource is your own time and energy. When you spend it on your team, it helps build healthy relationships.

Your job as a manager isn't to give advice or 'save the day.'' It's to empower your reports to find the answer themselves. If you want to understand what's going on, ask. Let her lead the conversation while you listen and probe.

• If this is a new process you are putting in place at your company/in your team, be transparent about it.
• Be clear that you do this with all employees who work directly for you.
• Book a regular cadence of 1:1s. They should not be ad-hoc. It’s ok to skip one every once and awhile, but having it locked into the calendar is a commitment.
• Decide the best cadence with them (weekly or every other week? 30 minutes or an hour?) and what the format should be.

• Topics in a 1:1 should be about professional growth, personal connection and for giving each other feedback. Do not use the meeting to re-hash things from a group meeting, unless there are specific things you took off-line in that meeting or need to provide/get constructive feedback.
• 24 hours or so before the meeting, email the employee a list of what you’d like to cover. Try to do a split between strategic, tactical and personal items and always ask your employee what they want to cover too. 

Leadership has become a kind of morality tale: Leaders are supposed to be authentic and truthful, paying attention to their employees' well-being and building trust.

The moral framing of leadership does not consider the real complexities and difficulties that leaders face.

Sometimes, being pragmatic necessitates doing seemingly bad things to achieve good results. This means that leaders may have to act in strategic misrepresentation, contrary to their own feelings.

During a meeting, do not penalize the people who were there on time by waiting for others who are late. 

Assume that the latecomer is not coming at all and get right on with the meeting.  

During meetings, it’s very important to get input from everybody, not only from those eager to contribute but even from those who are shyer and less likely to speak up.