“Scott proposed using the word “growth” instead of “potential,” to help managers think about what opportunities to give to which people on their teams. Changing one word made a world of difference. Instead of asking an implicitly judgmental question like, “Is this a person with high or low potential?” we encouraged managers to ask themselves questions like, “What growth trajectory does each person on my team want to be on right now?” or “Have I given everybody opportunities that are in line with what they really want?” or “What growth trajectory do my direct reports believe they are on? Do I agree? And if I don’t, why don’t I?” Sometimes people really want to grow and are capable of contributing more than they have been allowed to; at other times, they simply want more money or recognition but don’t really want to change the way they work or contribute any more than they do already. As the boss, you’re the one who’s going to have to know your direct reports well enough to make these distinctions and then have some Radically Candid conversations when you see things differently.”

最好用成长性而不是潜力来判断团队中的人，有一些人是有潜力的，但因为其他原因，在这一个阶段并不想要成长到更高职责更大的职位上。要和每个人有alignment。

“You don’t want to be an absentee manager any more than you want to be a micromanager. Instead, you want to be a partner—that is, you must take the time to help the people doing the best work overcome obstacles and make their good work even better. This is time-consuming because it requires that you know enough about the details of the person’s work to understand the nuances. It often requires you to help do the work, rather than just advising. It requires that you ask a lot of questions and challenge people—that you roll up your own sleeves. Managers often devote more time to those who are struggling than to those who are succeeding. But that’s not fair to those who are succeeding—nor is it good for the team as a whole. Moving from great to stunningly great is more inspiring for everyone than moving from bad to mediocre. And seeing what truly exceptional performance looks like will help those who are failing to see more clearly what’s expected of them.”

团队的领袖需要不仅是给出建议，有时候还需要撸起袖子实打实地帮助团队解决问题，。在时间分配上需要平衡，花一些时间帮助低效的成员，但也要花足够的时间在表现很好的成员上，比如扩大他的业务范围，宣扬他做出来的成果等等。

“In World War II, the U.S. Air Force took their very best pilots from the front lines and sent them home to train new pilots. Over time this strategy dramatically improved the quality and effectiveness of the U.S. Air Force. The Germans lost their air superiority because they flew all their aces until they were shot down; none of them trained new recruits. By 1944 new German pilots had clocked only about half of the three hundred hours an Allied pilot would have flown in training.”

对于团队整体来说，不能所有优秀的成员都把时间花在一线打仗，需要预留足够优秀的领袖花做够的时间在培训，帮助新成员的成长上。