I definitely agree that takeaway would be a mistake. I think my view is more like “if the specifics of what MT says on a particular topic don’t feel like they really fit your organisation, you should not feel bound to them. Especially if you’re a small organisation with an unusual culture or if their advice seems to clash with conventional wisdom from other sources, especially in silicon valley.
I’d endorse their book as useful for managers at any org. A lot of the basic takeaways (especially having consistent one on ones) seem pretty robust and it would be surprising if you shouldn’t do them at all.
I definitely agree that takeaway would be a mistake. I think my view is more like “if the specifics of what MT says on a particular topic don’t feel like they really fit your organisation, you should not feel bound to them. Especially if you’re a small organisation with an unusual culture or if their advice seems to clash with conventional wisdom from other sources, especially in silicon valley.
I’d endorse their book as useful for managers at any org. A lot of the basic takeaways (especially having consistent one on ones) seem pretty robust and it would be surprising if you shouldn’t do them at all.
I agree. Thanks for taking the time to hash this out with me!