{"id":4705,"date":"2019-09-27T11:46:24","date_gmt":"2019-09-27T18:46:24","guid":{"rendered":"https:\/\/knowyourteam.com\/blog\/?p=4705"},"modified":"2022-09-01T14:52:37","modified_gmt":"2022-09-01T21:52:37","slug":"newsletter-issue-47","status":"publish","type":"post","link":"https:\/\/canopy.is\/blog\/2019\/09\/27\/newsletter-issue-47\/","title":{"rendered":"Newsletter Issue 47"},"content":{"rendered":"\n

Every few weeks, I ask one question to a founder, CEO, manager, or business owner I respect\u2026<\/em><\/p>\n\n\n\n

Subscribe to our Newsletter here.<\/a><\/p>\n\n\n\n

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The Heartbeat Podcast: A chat with Pooja Brown<\/h3>\n\n\n\n

Pooja Brown<\/a> is the VP of Platform Engineering at Stitch Fix<\/a>. We both spoke on the same panel here in San Francisco, and I so appreciated her incisive insights on building and managing teams, based on her experience over the past 10 years. And so, I had to invite her on the podcast. At the time I interviewed her, Pooja was the VP of Engineering at DocuSign<\/a> \u2013 so you\u2019ll notice us chat primarily about her experience there. It\u2019s a real treat: We talk about how to stay sharp on your domain expertise, how to align teams, and how backing off is an important skill in management. Watch or listen to the full conversation below…<\/p>\n\n\n\n\n\n

Listen to the podcast and read the transcript of the interview here.<\/a><\/p>\n\n\n\n

Have you been enjoying these Heartbeat episodes, lately? If so, <\/strong>it\u2019d mean the world to me if you wrote us a review<\/strong><\/a> in iTunes. The more reviews we have, the more we\u2019re able to share all our lessons from leaders. Thank you! <3<\/strong><\/em><\/p>\n\n\n\n

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What I\u2019ve been writing lately<\/h3>\n\n\n\n

When to give feedback to an employee?<\/a><\/strong>
\n\u201cA perfect time to give feedback doesn\u2019t exist \u2013 but some times are \nbetter than others. In deciding when to give feedback to a direct \nreport, consider these 4 things.\u201d<\/p>\n\n\n\n

Our Operations Manager wrote this with me in mind \ud83d\ude48<\/em>:
\nHow to impress your new boss in your first 30 days<\/a><\/strong>
\n\u201cWhen you start a new job, your goal is to make a good impression. Here \nare 8 ways to impress your new boss in the first 30 days.\u201d<\/p>\n\n\n\n

What I\u2019ve been reading lately<\/h3>\n\n\n\n

Everything you know about giving feedback at work could be wrong<\/a><\/strong>
\n\u201cThe best managers seem to know what the best neuroscientists know: \nWe\u2019ve got to get out of the advice business. It makes us feel helpful, \nit makes us feel confident and we feel useful. What we\u2019ve got to \nremember is if you want to help someone grow, you\u2019ve got to start with \nwhere they are and who they are.\u201d Written by Jena McGregor, Washington Post<\/p>\n\n\n\n

Resilience Is About How You Recharge, Not How You Endure<\/a><\/strong>
\n\u201cIf you\u2019re trying to build resilience at work, you need adequate \ninternal and external recovery periods. As researchers Zijlstra, Cropley\n and Rydstedt write in their 2014 paper: \u201cInternal recovery refers to \nthe shorter periods of relaxation that take place within the frames of \nthe workday or the work setting in the form of short scheduled or \nunscheduled breaks, by shifting attention or changing to other work \ntasks when the mental or physical resources required for the initial \ntask are temporarily depleted or exhausted. External recovery refers to \nactions that take place outside of work\u2014e.g. in the free time between \nthe workdays, and during weekends, holidays or vacations.\u201d\u201d Written by Shawn Achor and Michelle Gielan, Harvard Business Review<\/p>\n\n\n\n

People are more trustworthy than you think<\/a><\/strong>
\n\u201cUnfortunately, an attitude of mistrust turns out to be more dangerous \nthat you\u2019d think. First, it can cause you to tune out information you \nneed to hear. If you think you know another\u2019s intent (and you assume it \nis selfish), you will pay less attention to what he or she tells you. \nThis can cause you to misread a situation and take the wrong actions in \nresponse.\u201d Written by Elizabeth Doty, strategy+business<\/p>\n\n\n\n

The Power of a Clear Leadership Narrative<\/a><\/strong>
\n\u201cYet, when asked what skill or behavior was the most important to \nleadership effectiveness, the answer was being able to articulate a \nclear sense of purpose, vision, and strategy. What at first seems old is\n new again: Clarity of communication in a hyper-speed world is a key \ndifference maker in the eyes of current managers and leaders from around\n the world.\u201d Written by Douglas A. Ready, MIT Sloan Management Review<\/p>\n\n\n\n

A handy leadership tip<\/h3>\n\n\n\n

From our online leadership community of 1,000+ managers in The Watercooler<\/a> in Know Your Team<\/a>\u2026<\/em><\/p>\n\n\n\n

What to do when CEO \/ your manager is micromanager + bottleneck<\/strong><\/p>\n\n\n\n