- As your role evolves, all the best practices still apply. You’re still a “servant leader” 当服务型领导
- “the three Always of leadership”: Always Be Deciding, Always Be Leaving, Always Be Scaling. 做关键决策，随时可替代，有影响力
- The antipattern here, of course, is a situation in which you’ve set yourself up to be a single point of failure (SPOF). As we noted earlier in this book, Googlers have a term for that, the bus factor: the number of people that need to get hit by a bus before your project is completely doomed. 团队领导并不是将自己放到不可或缺的位置上，而是让团队可以有很强替代性，包括自己
- But often the most common and important answer to this question is: “I can see the forest through the trees.” In other words, you can define a high-level strategy. Your strategy needs to cover not just overall technical direction, but an organizational strategy as well. You’re building a blueprint for how the ambiguous problem is solved and how your organization can manage the problem over time. You’re continuously mapping out the forest, and then assigning the tree-cutting to others. 领导的角色在于抛开树木看到森林
- This is what good management is about: 95% observation and listening, and 5% mak‐ ing critical adjustments in just the right place。 好的管理主要是倾听，然后在关键时候拍板
- A common mistake is to put a team in charge of a specific product rather than a general problem 分配任务在于按照问题本质划分，而不是具体的解决方案
- If you aggressively build out your teams’ responsibilities and power without learning to protect your personal sanity in the process, the scaling is doomed to fail. And so we’re going to talk about how to effec‐ tively scale yourself through this process.
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- Important Versus Urgent： Delegate， Schedule dedicated time，Find a tracking system that works
- Successful leaders naturally take on more responsibility as they progress (and that’s a good and natural thing). Unless they effectively come up with techniques to properly make decisions quickly, delegate when needed, and manage their increased responsi‐ bility, they might end up feeling overwhelmed. Being an effective leader doesn’t mean that you need to make perfect decisions, do everything yourself, or work twice as hard. Instead, strive to always be deciding, always be leaving, and always be scaling.
- Always Be Deciding: Ambiguous problems have no magic answer; they’re all about finding the right trade-offs of the moment, and iterating.
- Always Be Leaving: Your job, as a leader, is to build an organization that automat‐ ically solves a class of ambiguous problems—over time—without you needing to be present.
- Always Be Scaling: Success generates more responsibility over time, and you must proactively manage the scaling of this work in order to protect your scarce resources of personal time, attention, and energy.
