دانلود کتاب The Art of Leadership: Small Things, Done Well

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Cover
Copyright
Table of Contents
Foreword
Introduction
How to Use This Book
O’Reilly Online Learning
How to Contact Us
Acknowledgments
Small Things
Act I. Netscape: Manager
Chapter 1. Assume They Have Something to Teach You
Chapter 2. Meeting Blur
Too Much
On the Topic of Operational Excellence
Chapter 3. The Situation
Capital-S Situations
Capital-D Decisions
Chapter 4. Act Last, Read the Room, and Taste the Soup
Act Last
Read the Room
Taste the Soup
Chapter 5. Spidey-Sense
Understanding Spidey-Sense
Wait, What? That’s the Small Thing? Live Life? Thanks, Lopp.
Trusting Spidey-Sense
Something Is Up, and I Don’t Know What
Chapter 6. Your Professional Growth Questionnaire
The Professional Growth Questionnaire
The Questions
Always Forward
A Tangible Follow-Up
Chapter 7. A Performance Question
The Checklist Sentence
Reality Changes
Chapter 8. Rands Information Practices
Browser
Phone
Email
Life
Chapter 9. The New Manager Death Spiral
BANG
First, They Tell You
Then, They Tell Each Other
Management Is Not a Promotion
Act II. Apple: Director
Chapter 10. The Blue Tape List
Everything Is Broken
A Spectrum to the Broken
Chapter 11. Delegate Until It Hurts
Entrust
Shush, Little Voice
An Essential Leadership-Scaling Function
Chapter 12. How to Recruit
First Rule of Recruiting: Give It 50%
A Recruiting Primer
Discover, Understand, and Delight
Discover
Understand
Delight
Circling Back to 50% of Your Time
Chapter 13. Gossip, Rumors, and Lies
An Unacceptable Amount of Crap
A Well-Intentioned Hatred of Meetings
A Three-Point Agenda
Meetings Are a Symptom, Not the Cure
Chapter 14. Rainbows and Unicorns
Moments of Disproportionate Satisfaction
Duh
The Compliment Breakdown
A Compliment Career Shift
Chapter 15. Say the Hard Thing
The Voice in Your Head
Saying the Hard Thing
Hearing the Hard Thing
Your Goal in Life
Chapter 16. Everything Breaks
Third Time’s a Charm
Game On
With Alarming Predictability
Provide A Clear Explanation of the Rules
Allow the Rules to Evolve in Unexpected Ways
Play, Learn, and Repeat
Failure as a Competitive Differentiator (Or, Don’t Play Dumb Games Twice)
Chapter 17. The Org Chart Test
The Legibility Test
The Basics at Scale
Chapter 18. A Distributed Meeting Primer
Remote
The “Many People” Meeting
Pre-Meeting
During
Post-Meeting
No Measurable Difference
Act III. Slack: Executive
Chapter 19. Allergic to Wisdom
A Circus of Failure
When to Innovate and When to Iterate
Act Without Asking
Chapter 20. The Guard
The Disaster Meeting
The Productive Team Teams
Learned Helplessness
Trust Falls for Everyone!
Never Waste a Disaster
Chapter 21. The Culture Creek
An Unchangeable Culture
Listen for the Stories
The Culture Creek
Chapter 22. Anti-Flow
Applied Anti-Flow
Weaponized Inspiration Generation
Chapter 23. A Meritocracy Is a Trailing Indicator
Two Paths
Two Equal Paths
The Growth Tax
Leadership Comes from Everywhere
A Trailing Indicator
Chapter 24. How to Build a Rumor
Gray Space
Conformity
The Severity of Nonsense
Rumors Are a Function of Culture
Chapter 25. Kobayashi Maru Management
A Test of Character
A System Failure
A Perfect Kobayashi
A Proper Preparation
A Prediction of the Unpredictable
Chapter 26. The Signal Network
Critical Freshness
Your Signal Network
No Surprises
High-Signal Humans
Chapter 27. A Precious Hour
The State of Busy Is Seductive
The Faux-Zone
A Precious Hour
An Insidious Situation
Chapter 28. Find a Mentor
What Could Go Wrong?
Sucker Punch
My Mentor Requirements
“Get the F—k Out of There”
Chapter 29. How to Rands
Our Average Week
North Star Principles
Feedback Protocol
Meeting Protocol
Nuance and Errata
Chapter 30. Be Unfailingly Kind
Regarding Colorful Personalities and Opinions
Raid Mechanics
No Worries…
Regarding Jerks
One for Your Pocket
Epilogue: The Way I Heard It Was...
Interlude: The Test
Small Steps
Index
About the Author