First 90 days as a new manager

• QuestionWhat is "Delegation — tasks vs outcomes"?Tap to revealAnswerDelegate outcomes when growing people; delegate tasks when the deadline owns you.
• QuestionIn "Delegation — tasks vs outcomes", explain:Tap to revealAnswerTask = predictable deliverable, no judgement growth.
• QuestionIn "Delegation — tasks vs outcomes", explain:Tap to revealAnswerOutcome = judgement growth, less predictable path.
• QuestionIn "Delegation — tasks vs outcomes", explain:Tap to revealAnswerAuthority moves with responsibility, or it isn't delegation.
• QuestionWhat is "Writing manager status updates (upward)"?Tap to revealAnswerYour skip-level reads ~30 status updates a week
• QuestionIn "Writing manager status updates (upward)", explain:Tap to revealAnswerSkip-level is sampling your judgement, not auditing your team's tickets.
• QuestionIn "Writing manager status updates (upward)", explain:Tap to revealAnswerLead with one uncertain call you made + the reasoning.
• QuestionIn "Writing manager status updates (upward)", explain:Tap to revealAnswerOwn bad news; don't launder it through ICs' voices.
• QuestionWhat is "Running a hiring loop you'd want to be in"?Tap to revealAnswerBefore posting the role, write the bar: the three capabilities a successful hire must demonstrate, with a single canonical signal each
• QuestionIn "Running a hiring loop you'd want to be in", explain:Tap to revealAnswerWrite the bar before posting: three capabilities + one canonical signal each.
• QuestionIn "Running a hiring loop you'd want to be in", explain:Tap to revealAnswerCalibrate interviewers per role; un-calibrated loops measure the interviewer, not the candidate.
• QuestionIn "Running a hiring loop you'd want to be in", explain:Tap to revealAnswerDebrief votes first, then discussion — anchors hurt accuracy.
• QuestionWhat is "When to coach vs when to course-correct"?Tap to revealAnswerCoach when the IC has the capability but is making sub-optimal choices — your role is to ask questions that help them see what you see
• QuestionIn "When to coach vs when to course-correct", explain:Tap to revealAnswerCoach: capability + sub-optimal choice + recoverable cost.
• QuestionIn "When to coach vs when to course-correct", explain:Tap to revealAnswerCourse-correct: high-cost or irreversible + immediate need.
• QuestionIn "When to coach vs when to course-correct", explain:Tap to revealAnswerDefault to coaching is malpractice for fires; default to correcting kills coaching surface.

1. 1Outline the core idea

   Analyse~10 min

   In your own words, outline the central idea of "Delegation — tasks vs outcomes". Aim for one paragraph, no jargon you haven't earned.

   Done when: A non-expert could read your paragraph and explain it back to you.

   Re-read the source concept

2. 2Translate it to a real situation

   Apply~15 min

   Find a real situation from your own work / life where "When to coach vs when to course-correct" applies. Translate the idea — describe the situation, the move you'd make, and the alternative you considered first.

   Done when: You can name a specific situation (not a hypothetical), state your move, and explain the trade-off in one paragraph.

   Re-read the source concept

3. 3Teach it back

   Evaluate~5 min

   Pick someone (a colleague, a peer, a rubber duck) and explain the section to them in under 5 minutes. Use your own example, not the one from the lesson.

   Done when: Your listener can repeat the core idea + the trade-off back to you without prompting.

Why this matters. Reading + quizzing prove recall; applying it in a real situation is the only evidence of transfer. Treat at least one of these as non-negotiable before you move on.