WITH YOURSELF AS A STARTUP LEADER
IDENTIFYING YOUR STRENGTHS
WEAKNESSES: THINGS THAT MAKE YOU FEEL IMPOSTER SYNDROME UNTIL YOU ADDRESS THEM
EXPECT TO HIRE AROUND YOUR WEEKNESSES BUT SEEK TO UNDERSTAND THEM AND NOT AVOID THEM
UNDERSTANDING HOW TO HANDLE WEAKNESSES
MEASURING YOUR EFFECTIVENESS AS AN ENGINEERING LEADER: GET HONEST ABOUT YOUR SKILLS AS YOU TRY TO LEVEL UP
BEING HONEST ABOUT OUR STORTCOMINGS: ENTREPRENEUR RAND FISHKIN'S PERSPECTIVE
IDENTIFY: WHAT ARE YOU NOT STRONG AT THAT YOU'LL WANT TO IMPROVE?
HIRING FOR COMPLEMENTARY SKILLS
GOING DEEPER: GETTING TO KNOW OUR MOTIVATIONS
FOCUSING ON ADDING VALUE, REGARDLESS OF TITLE
EMBRACE IMPROV AS A WAY TO BECOME A MORE PRESENT, COLLABORATIVE LEADER
GET TO KNOW YOURSELF THROUGH “PERSONAL RETROSPECTIVES”
UNDERSTANDING OUR PRIVILEGE AND HOW IT IMPACTS OUR WORK
EMBRACING ALL OF OURSELVES, INCLUDING OUR “SHADOW” SIDES
ARE YOU OUTSOURCING A PART OF YOURSELF TO YOUR TEAM?
CREATING HEALTHY BOUNDARIES
NOTES
CHAPTER NINE: Learn the Company Culture and Define It with Your Team
UNDERSTANDING STARTUP VALUES
COMPANY VALUES DRIVE BEHAVIOR
OTHER WAYS CULTURE IS IMPACTED BY VALUES
BUILDING TRUST AMONG YOUR TEAM AS A STARTUP LEADER
CREATING A CULTURE THAT ISN'T “ALWAYS‐ON”
CREATING INCLUSIVE TEAMS WHERE INDIVIDUALS FROM DIVERSE BACKGROUNDS CAN EXCEL TOGETHER
CREATING “BALANCE” ON TEAMS
CREATING HEALTHY WORK EXPECTATIONS THAT SUPPORT INCLUSIVITY AMONG YOUR TEAM
CULTIVATE PSYCHOLOGICAL SAFETY ON YOUR TEAMS
COMPASSIONATE BOSSES MAKE PEOPLE'S LIVES BETTER, SO ASPIRE TO BE ONE OF THEM
GET TO KNOW YOUR TEAM AS INDIVIDUALS
NOTES
8 PART III: BUILDING AND MANAGING YOUR TEAM AND DEPARTMENT CHAPTER TEN: Recruit Smart and Build Belonging RECRUITING NEW TEAM MEMBERS WHAT TO DO IF YOU'VE INHERITED A TEAM HIRING YOUR TEAM DESIGNING YOUR ORGANIZATION CHART HIRING TIP: CREATE A SCORECARD REDUCING BIAS IN THE HIRING PROCESS CULTIVATING EQUITABLE, DIVERSE, AND INCLUSIVE TEAMS HIRING PEOPLE: HOW TO RETAIN TALENT ON YOUR TEAM IN TODAY'S COMPETITIVE LABOR MARKET NOTES CHAPTER ELEVEN: Alignment: Set the Strategy to Get Your Team Working Toward the Same Vision and Goals HELP YOUR TEAM TO UNDERSTAND THE MISSION AND THE “WHY” BEHIND THE STRATEGY SETTING OKRS WITH YOUR TEAM BONUSES TIED TO OKRS UNDERPERFORMING TEAM MEMBERS GET IN THE WEEDS IN ORDER TO UNDERSTAND THE NATURE OF PROBLEMS LEAD WITH THE BEHAVIOR YOU WANT TO SEE CONFLICTS ON YOUR TEAM: HOW TO IDENTIFY AND WORK THROUGH THEM PAY ATTENTION TO THE DETAILS LONGER THAN FEELS NECESSARY NOTES CHAPTER TWELVE: Attunement: Creating a Culture Where People Contribute Their Best Work BEGIN WITH THE GOAL IN MIND: EMPLOYEE EMPOWERMENT MAKE BUILDING A HEALTHY CULTURE A TEAM PRIORITY TEAM EMPOWERMENT STARTS WITH BUILDING TRUST GET SUPPORT ALONG YOUR JOURNEY THROUGH A SUPPORT CIRCLE ENSURE YOUR TEAM HAS ENOUGH RESOURCES TO BE SUCCESSFUL LET YOUR TEAM KNOW YOU, TO THE DEGREE YOU FEEL COMFORTABLE WITH EMPOWERING YOUR TEAM TO DELIVER AND LET GO OF TASKS IN YOUR “ZONE OF EXCELLENCE” BUILD PSYCHOLOGICAL SAFETY BY CREATING AN ENVIRONMENT WHERE MISTAKES ARE HANDLED WITH CARE, NOT BLAME CONSIDER INSTITUTING A “NO MEETING” DAY A WORD ON BEING A MEMBER OF AN UNDER‐REPRESENTED GROUP AND NAVIGATING MAKING MISTAKES CREATE A ROADMAP WITH INDIVIDUAL PREFERENCES AND AGREEMENTS FOR WORKING TOGETHER AS A TEAM NOTE CHAPTER THIRTEEN: Building a High‐performance Team Culture STEPS
