Status Updates From You’re the Boss: Become the...

To summarise this book: shift from a lack mentality to an abundance mindset

360 yourself:
39. You find yourself wondering any variation of is this all there is?

360 yourself
32. You have big projects you never seem able to get to.
33. You have no time or bandwidth for strategic thinking.
34. You say yes to every opportunity or request.
35. You are rundown physically and or mentally.
36. You do not make time for self-care.
37. You feel unfulfilled or unhappy in your job.
38. You cannot connect to a sense of purpose or meaning in your work.

360 yourself:
25. You believe you need to prove your relevance or importance
26. Your team is highly dependent on you for answers or input.
27. You take on others work and have noble stories as to why you do so.
28. Your plate is overloaded.
29. No one offers ideas or solutions other than you.
30. Your to-do list is consistently long.
31. You have the sensation of not being able to get out under your giant workload.

360 yourself:
20. You let yourself off the hook for bad behaviour because you have good intentions.
21. You justify your actions with a yeah but
22. You are not getting the results you would like and you don’t know why.
23. Your reactions to everyday occurrences. Are bigger than the situation objectively warrants.
24. You feel slighted offended or threatened by a colleagues actions

360 your self
14. You repeat yourself.
15. You notice your team members eyes glazing over as you speak.
16. More than once you’ve heard someone on your team remark yes they’ve heard that story before.
17. Your words are expectations are misunderstood.
18. Others infer something about what you think and feel that is not so.
19. You believe you have been given certain leeway because of your performance.

360 for self:
8. When teaching someone you begin at square one without assessing the other person’s knowledge.
9. The work product your team is producing does not match your objectives
10. Your team repeatedly asked for clarification for what you mean.
11. You use jargon or inside references.
12. You interrupt others or talk over them to get your point across.
13. You speak the most out of anyone in meetings.
…

360 for self:
3. You hear rumblings of employees feeling unappreciated.
4. You deliver feedback that is critical more often than positive.
5. You mentioned phrase like.” good job.” without mentioning the impact of the employees work.
6. You don’t have your teams full attention when you speak.
7. When giving critical feedback you launch in without asking how employees perceive their performance
…

360 for self : 1-5 scale what is true for me right now (1=strong disagree,5=strong agree,3=neutral)
1. You feel or have felt in the past week strongly righteous or defensive.
2. You’ve lost curiosity about other people’s ideas or perspectives.
3. your met with silence from your team and/or are wondering why no one offers ideas or solutions other than me
…

Happiness is not about reaching your goals, it’s about aligning your goals with your values

Sometimes all that’s required is a redistribution of your energy and focus

Not every lost narrative means You need to quit or radically change your career path

Time is our most precious precious asset not money

It’s not about how much time you have, but how you manage it

If I choose to say yes to this, what am I giving up?

Incorporate “ blank space time” — moment in the day or week where you do absolutely nothing or just walk in nature

Where are you picking out pebbles in your shoe when you should be out running the tsunami? (What minute tasks are overwhelming the bigger picture)

Delegation is a co-creation – set the employee up for success as much as possible then let them go

*****(Safety net is part of step 2)

How to delegate:
3. Safety net - offer to be a resource to your only most experienced employees

How to delegate:
2. Turn the dial to the appropriate notch
- Do = if the person is new, do the job and don’t ask them to handle it. Have them assist and observe how I do it
- Tell = tell them what they can do to execute
- Teach = once you have communicated the task teach them the process step-by-step
- Ask = after progressing through these 3 stages, ask what they need from me (coach not instruct)

How to delegate:
1. Identify the knowledge scale:
- Unconscious incompetence = don’t yet see what we don’t know
- conscious incompetence = see what we don’t know, but don’t yet know how to address it
- conscious competence = gradually taking steps to learn how to do this
- unconscious competence = don’t have to think about needed steps anymore

The delegation to work it has to come with coaching

Approach delegation as a dial that must tuned to the experience and ability level of the person it is being delegated to

The difference between those who accept change and those who reject change it is having some sense of control or say in the matter

Four clues you’re a whack-a-mole (trying to put out every fire on your own)
1. You consider crisis management your forte (no one can do it better than you)
2. You are loathed to say no to any opportunity.
3. You get bored easily.
4. You add things to your to-do list that you’ve already accomplished just to have the satisfaction of crossing them off.

A useful diagnostic to determine if you’re in caretaker territory is to listen to the story you’re telling yourself about why you’re jumping in. if the story hinges on justifying my role.(it’s my job.), saving them.(I don’t want them to fail or I don’t want to burden them.), or efficiency (I’ll just do it myself to get it done).