People are weird, I’m weird
summary
Argues that managing specifics beats platitudes and offers concrete practices: ask candidates what they love and hate then tell them what applies, use a douche test to refuse talented but toxic hires, create a team charter the team writes, and run a team radar scoring core values 0–10 each retrospective. Cites roughly 1 in 3 introverts and shows simple accommodations (skip loud socials) increase retention. Reports these methods produce better morale, clearer hiring outcomes and fewer toxic people wrecking teams.
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chapters (11)
- 0:00Start
- 3:58Managing Teams
- 4:16Where Does Building a Great Team Start
- 8:06Disillusionment
- 9:45The Douche Test
- 12:44Team Charters
- 13:30Core Values
- 14:26Team Radar
- 19:17The Power of Introverts
- 21:24Facts about Introverts and Extroverts
- 22:00Famous Introverts
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