- Most researchers invert. To study health, we study disease. To study marriage, we study divorce.
- If you study the bad, you don’t get good. You get un-bad.
- The difference between happy and unhappy marriage isn’t the fights. Its what happens between the fights.
- You don’t learn anything about your success by studying failure. You learn about excellence from studying excellence.
- Most companies don’t know which teams exist or who is on them.
- Ever been on a dysfunctional team? Ever been on a great team? What did they bring out of you? What did they express and contribute? What did you achieve together?
- What happens on amazing teams? We can’t infer it from studying what happens on dysfunctional teams.
- We asked people about teams that were high-performing and low-performing and find out what is different.
- Purpose
- We: I am enthusiastic about the mission of my company.
- Me: At work, I clearly understand what is expected of me.
- Excellence
- We: In my team, I am surroudned by people who share my values.
- Me: I have to chance to use my strengths everyday at work.
- Support
- We: My teammates have my back.
- Me: I know I will be recognized for excellent work.
- Future
- We: I have great confidence in my company’s future.
- Me: I n my work, I always challenged to grow.
- People in your community want two things: I’m part of something bigger than me. Make me feel that I’m special.
- Apple built a we culture around creating technology for people who get geeked out.
- You go into Facebook and it’s like they moved in yesterday and they’re moving out tomorrow. It screams speed. You go into the building and they have Sun Microsystems logo on their doors. I asked them, “Can’t you get new doors?” They said, “We left them to remind us as we go into meetings that unless we make quick decisions, we may go the way of… Sun Microsystems.”
- Facebook also does a great job of making people feel like they are super-interesting.
- None of the questions are asking them to rate the team leader on anything. They’re rating their own experience because human beings are terribly under-valuing of other human beings.
- Here’s the problem with performance reviews: they’re all boogers.
- We know that people can’t rate other people. Followed by five journal examples that show the problems.
- Understanding the Latent Structure of Performance Reviews.
- 4,492 Ratees
- 25K rates
- 500K ratings
- Pie chart: 17% general performance; 8% dimensional performace, 8%: perspective; 13% error, 54% idiosyncratic pattern of rating.
- 54% of my rating of you is a function of me.
- They tried to put more details and now its 61% of a performance rating is a reflection of the rater, not the ratee.
- You take bad data and add it to more bad data, you don’t get good data. You get more bad data.
- HBR: Reinventing Performance Review
- It’s all red-herring. We need something. We need numbers. We have to invest differentially in you. The problem is not ratings or no ratings. It’s good data or bad data.
- I am not a good rater of you, but I am a good rater of me.
- Two are more important than the other six: I have chance to use my strengths everyday at work; At work, I clearly understand what is expected of me.
- There is one thing that great leaders do. You should do it. Frequent strength-based check-ins about near-term future work. Asking what are your priorities this week and how can I help?
- A year is 52 little sprints. Its your job as a leader to make sure Sprint 37 is just as good as Sprint 1.
- I’m not giving feedback. No one likes feedback. We don’t like feedback. If you don’t believe that, just get married.
- We want attention. Snapchat is all about not giving feedback; it’s about attention.
- Don’t tell me where I stand. Help me get better. You want to call it coaching, development, whatever.
- Deep down, what people want is for us to attention to them frequently in the work world.
- I can’t do it. Why not? I’ve got too many people. You need the number of people that you can touch bases with them. If you can’t do this, it’s too much, then don’t lead.
- What if the whole purpose of work was to find out what you love?
- All the stuff we want (creativity, brilliance) would come out of that.
- How do you find that which you love?
- Research: Love + Work Roadtrip
- I believe that God has blessed us with unique gifts and work is one place we can share those gifts with others.
Trey – thank you for taking and posting these notes! I was looking for some more detailed notes than what I had taken and your notes from Marcus’s session were helpful.