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If not a 1-on-1 and you are the only person from your team attending a meeting, involve someone else. Different perspectives are useful, but more importantly, you are avoiding becoming the only point of contact.
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Establish mailing lists or other forms of communication that can accommodate other people, and then grow those groups. (The exception is when management needs names for accountability.)
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43 reads
In the same vein as training others, to switch roles youโll need to replace yourself. Identify who that replacement might be and actively and continuously coach them.
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In short, being disposable to free yourself to grow into a higher-level role and make it easier to change the projects you work on. Confused still? Here are...
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The goal is for them to be independent (what is usually considered โseniorityโ in a typical engineering ladder). Familiarize them with the plans and technologies and make sure they know how to use the documentation.
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40 reads
Once you have given power to others, included them in groups and meetings, and documented your knowledge, theyโll be ready to take work from you. Delegate work that can make them grow and focus on the things only you can do.
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Trust them to do the right thing. If you are in a leadership position, donโt make it so people come to you asking for permission. Let them make their own choices. Guide them so that their choices are based on the right data.
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Take the chance to grow your knowledge in any area you are interested in, and keep it fun. Bonus points if that area aligns with the future path you want to take.
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People should know whatโs coming up in your projects and/or team by looking at those plans, not by relying on you to tell them โin real timeโ. Plan a few months ahead so, if you leave, your peers wonโt be lost from day one.
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Keep (public, within the team) notes for all meetings you attend, listing who was there, what was discussed, and any conclusions. Reference those notes from design documents. Your replacement will need these to catch up.
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52 reads
Every time someone asks you a question, they are highlighting a gap in the documentation. Take the chance to write the answer down (in a document, sheet, note, code, comment, etc.) so that the next person doesnโt need YOU.
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A good philosophy to live by at work is to โalways be quittingโ. No, donโt be constantly thinking of leaving your job ๐ฑ. But act as if you might leave on short notice ๐.
Counterintuitively, this will make you better at what you do and open up growth opportunities.
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477 reads
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Digital marketing at dentsu. Invested in the symbiosis of marketing, psychology, and design. Photographer at heart.
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Don't hold large meetings, except if they are providing value to everyone. Then keep the meeting short.
A typical meeting should involve no more than 4 - 6 people. Before you send out your next invite list ask: Who on this list will add (or receive) the most value? Is there anyone who do...
If you feel a gut reaction after meeting a hire, it's probably System 1 thinking.
But you can mitigate the risk of hiring the wrong person by engaging System 2 thinking. Check their references. Ask probing questions. Validate your gut reaction with other members of your tea...
Five people can have a productive meeting, but 300 people can't.
Jeff Bezos uses the two-pizza rule to decide if he will attend a meeting: He will only attend if two pizzas can feed the whole group. The basic idea is that one should consider where to draw the line...
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