“How much coaching does this person need? A very junior person who’s just joined the team might appreciate more time than a senior person who’s in a groove. On the other hand, a senior person who is pushing through a difficult new project may appreciate more dedicated time for you to help her with some of the details of that work.”

工作经验少的一般需要相对多的指导，工作经验多的在遇到困难的时候也需要指导。

“One final piece of advice: try to keep notes in a shared document, with you the manager playing note taker. For each person you manage, maintain a running shared document of notes, takeaways, and to-dos from your 1-1s. This is helpful for you to keep context about what has happened, and is useful for remembering when and what feedback was given. It will also be an essential historical record to refer to when you’re writing reviews or delivering feedback. If you’re distracted by having a computer open in front of you during the meetings, just leave time at the end to add notes.”

这个是一直有在做的，但成为manager之后，要记得take note，并把他们用在写feedback上

“Trust and control are the main issues around micromanagement. If you’re micromanaging someone, chances are you’re doing it because you don’t trust that a task will be done right, or you want to very tightly control the outcome so that it meets your exact standards. This happens a lot when talented engineers become managers, especially if they pride themselves on their technical skills. If your value to the team has shifted from the thing you’re good at (writing code) to the thing you don’t yet know how to do well (managing people), it can be tempting to treat your reports as if they should be mini-mes. When a deadline slips, as it inevitably will, you view it as a failure to control the situation precisely enough, and so ratchet up the attention. You catch something not going the way you expected, and it seems to reinforce your belief that micromanaging the team is an appropriate use of your time.”

关于micro-management，不要把自己团队看成“小我”，尤其是要抑制自己去take over的冲动，应该考虑怎么能够不通过自己直接接管更好地做法。

“On the other hand, delegation is not the same thing as abdication. When you’re delegating responsibility, you’re still expected to be involved as much as is necessary to help the project succeed. ”

关于delegation，不是当甩手掌柜，还是要在必要时候提供合适的帮助。