Why I picked it up ##

Because my bookclub wanted to read it.

## Who recommended it to me ##

Megan and Virtual Andy. They're both reading it right now and said it was good.

## Who I'd recommend it to ##

New managers, and seasoned ones looking for some reminders, refreshers, practical tips and tricks. Little of the content is specific to engineering, but some of it is specific to product development.

## What I liked ##

Short. Quick read. A lot of content packed in. Long list of Resources at the back.

## What I didn't like ##

The bit on your "communication color" had no context or explanation. I have no idea what the spectrum of colors is supposed to map to. Obviously red is fiery or something, and blue is calm? But what are yellow, green, and black all supposed to mean?

## What was interesting / useful ##

I've been telling my teammates to give feedback and ask for feedback, but I don't think any of them have been told HOW to give feedback. The formula from this book is a dead simple framework that I could use with them.

## What I want to remember ##

- The "Voltron Manager" is a cute analogy

- something as simple as moving a desk can touch on every aspect of ones core needs at work.

- I'll probably remember and think about the BICEPS and the 4 Manager Skills from now on

- We could use some RACI / venn diagram exercises on some of our projects to more clearly define roles.

## Summary ##

Spoilered because long, and mostly just useful to me:



an outline:

Intro:
- Tuckman's stages of group development: Forming, Storming, Norming, Performing

Part 1: Meet your team (forming)
- reduce threats: don't stimulate the amygdala, don't cause Fight Or Flight
- Core needs (BICEPS