Small Team Leadership

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Title: Small Team Leadership
Authors: Kenneth Hansen
Category:books
Number of Highlights: 8
Date: 2026-03-05
Last Highlighted: 2026-03-05

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Highlights

To determine our trust level, simply ask the Three C’s of Trust: 1) Is the person Capable? 2) Do they Care? 3) Are they Consistent? (94)

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This led me to articulate the four levels of Agreement: 1) Acquiescence 2) Agreement 3) Commitment 4) Converted. They apply in any endeavor or relationship! (146)

Note: Similar to the three yes from Never Split the Difference

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Details are your friends when they clarify the point you’re trying to make or provide a concrete set of actions for someone to take. Details are foes when they confuse the issue, get people sidetracked, or enable them to avoid important conversations. (813)

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The product I worked on for many years, PowerShell, would never have been created without Jeffrey Snover thinking outside the box, stepping down and sequestering himself from the Microsoft bureaucracy for over a year to create a prototype of his idea. (1243)

Note: Wait what!

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Some people have taken wordsmithing to extremes. I have watched and been a participant when managers have consumed people’s entire staff for hours, crafting an email that few people would even read. Don’t go overboard. Just realize the importance of words and spend sufficient effort to ensure the message works for your audience. (1334)

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Every leadership position comes with opportunity, responsibility, and a certain level of respect. However, when we conflate our ego with our position we find ourselves less effective, more easily threatened by others or conflicting ideas, less able to handle change and basically too proud (or less humble) with associated weaknesses. (1346)

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Sometimes we want the impossible. I suppose, if you know it’s impossible, there’s nothing wrong with dreaming about it. However, in many endeavors, there is also a time to get practical. (1367)

Note: Gold plating or scope creep

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A combat shooting instructor once said something to the effect of, “I don’t care about your best shot or even your best group of shots. I want to know if your worst shot is improving.” His point was that combat rarely happens under ideal circumstances. It’s almost guaranteed to be very adverse circumstances. Your worst performance must be good enough. (1447)

---- Some people have taken wordsmithing to extremes. I have watched and been a participant when managers have consumed people’s entire staff for hours, crafting an email that few people would even read. Don’t go overboard. Just realize the importance of words and spend sufficient effort to ensure the message works for your audience. (Location 1334)

• Every leadership position comes with opportunity, responsibility, and a certain level of respect. However, when we conflate our ego with our position we find ourselves less effective, more easily threatened by others or conflicting ideas, less able to handle change and basically too proud (or less humble) with associated weaknesses. (Location 1346)
• Sometimes we want the impossible. I suppose, if you know it’s impossible, there’s nothing wrong with dreaming about it. However, in many endeavors, there is also a time to get practical. (Location 1367)
  • Note: Gold plating or scope creep
• A combat shooting instructor once said something to the effect of, “I don’t care about your best shot or even your best group of shots. I want to know if your worst shot is improving.” His point was that combat rarely happens under ideal circumstances. It’s almost guaranteed to be very adverse circumstances. Your worst performance must be good enough. (Location 1447)