Numbers to Know for Managing




  • Management is a skill that requires always telling the truth, but not every truth you know. (View Highlight)
  • One easy way to avoid lying is to be clear that you can’t answer a question, whether it’s the answer someone wants or not. (View Highlight)
  • Retaining high performers is critical. If a high performer gives notice: stop, listen, and try to retain (View Highlight)
  • Retention might mean a role change, a compensation change, a promotion, growth path alignment, or more. (View Highlight)
  • It’s easer to manage four people than one person - managing one person creates a very problematic dynamic. (View Highlight)
  • 3 - the minimum number of candidates you should interview before making a decision Even if you think you have a great candidate out of the gate, you should commit to seeing at least 3 people before making a decision. (View Highlight)
  • 5 - the number of comments on a document before you should ask to talk about the issue Megathreads in documents are a waste of time and a breeding ground for conflict. If you’re at 5 comments, find time to chat (View Highlight)
  • If you ask people how satisfied they are with their job, on a scale of 1-10, people will answer 8, 9, or 10 when they’re happy, 7 when their neutral, and 6 when they’re quite unhappy. Few people will tell you below a 6 unless they’re walking out the door. (View Highlight)
  • for average teams you’re likely going to have about 8% of your team fall on the very bottom of the bell curve for any given cycle. (View Highlight)
  • When hiring, you should be looking to negotiate about 10%, no more, no less. Expecting no negotiation is a recipe for failure. Going over 10% in negotiation means you either banded the role wrong or you are getting your arm twisted. (View Highlight)