[mark_undoio]

I'm a big fan of Turn the Ship Around! By L. David Marquet as fun read that shows what some good leadership can do by pushing responsibility to the lowest appropriate level in an organisation.

https://davidmarquet.com/turn-the-ship-around-book/

The anecdotes are good fun. I've not used it specifically as a model but I like the general principles it represents.

[jyunwai]

The most useful lesson from this book for me—because I found myself using this several times this week—is to communicate by saying "I intend to" to quickly explain the "why" behind what you are trying to do, or the rationale for a set of instructions you are giving to another person.

This helps people respond with flexibility, as it gives them a better understanding of when to deviate from the exact set of instructions you give them (such as if assumptions turn out to be wrong, or conditions change), and what parts of a request are necessary to follow exactly.

Though I remembered using this wording often, I actually forgot that I learned about the principle from this book until I read this comment. But the idea itself has stuck with me.

There is also a 45-minute "Talks at Google" video by the author, which looks like a good overview for his main ideas: https://www.youtube.com/watch?v=IzJL8zX3EVk

[lucumo]

I liked that book too.

One problem I have with it, and with many similar books, is that it tells managers to move to a less directive way of steering people. This is very good for quite a lot of existing managers. But it's not very good advice for non-established leaders.

If, for example, you're not very assertive anyway, you might find that everybody has already taken the authority to do whatever they want. In that case you need to be a bit more assertive and directive.

This might be a less common failure mode for a ship's commander, who is already a very senior leader and has a strong formal authority. But if one day a manager tells a seniorish programmer "maybe lead the juniors a bit more", you're in a whole different position, and you need a very different strategy.

The "I intend to" advice is pretty good for non-managers too. In some companies you may find that no one is willing to stick their neck out too much. In that case communicating what you intend to do, and doing it unless stopped, gives you perfect cover. If it's actually a problem, people will say. If people are just scared to put their name on something, they won't stop you and you can improve things. You will also look like an A-player and a leader.

[jyunwai]

I've also found through experience that it's helpful to tailor your management style depending on the person you are managing.

I worked with a person (in the same work position as me at the time, so I judged he was giving an honest opinion) who said that he strongly prefers managers who give specific and detailed instructions for tasks, instead of leaving most of the specifics up to him. If I remember correctly, this is the opposite reaction to that of a sailor mentioned in a book's anecdote. The author mentioned giving a command to a sailor for something that the sailor was likely going to do, but realized after the fact that the instruction reduced the sailor's autonomy, and thus eroded his job satisfaction. However, my past colleague would have reacted differently and wouldn't have minded—he likely would have even appreciated the clear direction.

So, some of the ideas of the book do not apply universally to all people. A person in a leadership role should instead adapt one's communication style—while still acting with respect and fairness to each person—depending on a team member's preferences and personality. Having a direct conversation with a person about their preferences, in most contexts where you are viewed as trustworthy, can be useful if there is uncertainty.

[insickness]

Great animated 10 minute video of him summarizing his ideas: https://youtu.be/OqmdLcyES_Q?si=fljPKtgaU9XoHczZ