Geoff Mazeroff

This week we continued to discuss Chapter 5 (relationships — an approach to establishing trust with your direct reports). Master the art of socializing at work “Sometimes, though, when these events are introduced by management, they can feel both obligatory…

This week we discussed the last part of Chapter 4 (driving results collaboratively — telling people what to do doesn’t work), focusing on the last two steps of the cycle. (The complete cycle is listen, clarify, debate, decide, persuade, execute,…

This week we discussed the second part of Chapter 4 (driving results collaboratively — telling people what to do doesn’t work). Specifically we discussed the third, fourth, and fifth steps of the cycle. (The complete cycle is listen, clarify, debate,…

This week we discussed the first part of Chapter 4 (driving results collaboratively — telling people what to do doesn’t work). Telling people what to do didn’t work at Google We wondered whether Kim’s experience at Google and Facebook are…

This week we discussed the last part of Chapter 3 (understanding what motivates each person on your team). On shooting stars… Dennis recalled the first talk he remembered from CodeStock. A CEO had dev he worked with for a while,…

This week we discussed the first part of Chapter 3 (understanding what motivates each person on your team). Maybe some of these management styles are correct, but we need to give them space to morph into something new. Some people…

This week we focused on Chapter 2. Chapter 2 – Get, Give, and Encourage Guidance On saying “um” too much… “Would you like me to recommend a speech coach for you?” Must be nice to have such luxuries in a…

Our new book club choice (recommended by Jamie) is Radical Candor by Kim Scott. This week we focused on the preface, introduction, and Chapter 1. Preface to the Revised Edition “The Silicon Valley episode taught me something important: some people…