Kim Scott

Take note of the lifetime of superstars. Make sure you identify a successor because you often can’t retain your superstars. They’re going to leave you better than they found you. Make the most of them while you get them, but don’t assume they are going to stick around forever because they often don’t. Whatever you do, don’t confuse management and growth. Don’t automatically manager-track the people on a super steep growth trajectory. Often, especially for engineers, the last thing in the world they want to do is be a manager, but that doesn’t mean that they are not on a super steep growth trajectory. Make sure you’re giving the right kinds of challenges to the right people.

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