1. 12 Questions
   1. Base Camp: "What do I get?"
      1. 1. Do I know what is expected of me?
      2. 2. Do I have the matierials and equipment I need to do my work right?
   2. Camp 1: "What do I give?"
      1. 3. Do I have the opportunity to do what I do best every day?
      2. 4. In the last seven days, have I received recognition or praise for good work?
      3. 5. Does my supervisor, or someone at work, seem to care about me as a person?
      4. 6. Is there someone at work who encourages my development?
   3. Camp 2: "Do I belong here?"
      1. 7. At work, do my opinions seem to count?
      2. 8. Does the mission of my company make me feel my job is important?
      3. 9. Are my coworkers committed to doing quality work?
      4. 10. Do I have a best friend at work?
   4. Camp 3: "How can we all grow?"
      1. 11. In the last six months, has someone talked with me about my progress?
      2. 12. This last year, have I had opportunities at work to learn and grow?
2. Manager's role
   1. Select a person - select for talent (not for experience, intelligence or determination)
   2. Set expectations - define the right outcome (not the steps)
   3. Motivate the person - focus on strengths (not on weaknesses)
   4. Develop the person - help find the right fit (not simply the next rung on the ladder)
3. Managers vs Leaders
   1. Managers look inward
   2. Leaders look outward
4. 1st key - Select for Talent
   1. Conventional visdom
      1. Experience makes the difference
      2. Brainpower makes the difference
      3. Willpower makes the difference
   2. Space example
   3. Skill, knowledge, talent
      1. Talent
         1. Striving (why)
         2. Thinking (how)
         3. Relating (who)
      2. Knowledge
         1. Factual
         2. Experiential
      3. Skill
   4. Myths
      1. #1 "Talents are rare and special"
      2. #2 "Some roles are so easy, they don't require talent"
5. 2nd key - Define the Right Outcomes
   1. Temptations
      1. #1 "Perfect people"
      2. #2 "My people don't have enough talent"
      3. #3 "Trust is precious - it must be earned"
      4. #4 "Some outcomes defy definition"
   2. Rules of thumb
      1. #1 "Don't break the bank"
      2. #2 "Standards rule"
      3. #3 "Don't let the creed overshadow the message"
      4. #4 "There are no steps leading to customer satisfaction"
         1. Level 1 - Accuracy
         2. Level 2 - Availability
         3. Level 3 - Partnership
         4. Level 4 - Advice
6. 3rd key - Focus on Strengths
   1. Spend the most time with your best people
   2. Manage around weaknesses
      1. 2 questions
         1. 1. Is the poor performance trainable?
         2. 2. Is the non-performance caused by the manager himself tripping the wrong triggers?
      2. 3 options
         1. 1. Devise a support system
         2. 2. Find a complimentary partner
         3. 3. Find an alternative role
7. 4th key - Find the right fit
   1. Law firm example
   2. Broadbanding
   3. Great managers
      1. Level the playfield
      2. Hold up the mirror
         1. 1. Feedback is constant
         2. 2. Each sessions starts with a brief review of past performance
         3. 3. Giving feedback is private, one to one
      3. Get to know you
      4. Create a safety net
   4. Tough love
8. Turning the keys
   1. Art of interviewing for talent
      1. 1. Make sure the talent interview stands alone
      2. 2. Ask a few open-ended questions and then try to keep quiet
      3. 3. Listen for specifics
      4. 4. Clues to talent
         1. Rapid learning
         2. Satisfactions
      5. 5. Know what to listen for
   2. Performance management
      1. 4 Principles
         1. 1. Routine is simple
         2. 2. Frequent interactions
         3. 3. Focus on the future
         4. 4. Ask the employee to keep track of his own performance and learnings
      2. Questions
         1. 1. What actions have you taken?
         2. 2. What discoveries have you made?
         3. 3. What partnerships have you built?
         4. 4. What is your main focus?
         5. 5. What new discoveries are you planning?
         6. 6. What new partnerships are you planning to build?
   3. Keys of your own
      1. Look in the mirror any chance you get
      2. Muse
      3. Discover yourself
      4. Build your constituency
      5. Keep track
      6. Catch your pears doing something right