I was in a mentoring call with an engineer who earned a promotion to become a team lead and started his new position the week after the call. They were excited by their latest adventure. They also felt the need to begin their new role the right way.
They wanted to make sure they didn't give a wrong impression. Although managers must have believed in the engineer's abilities to reward them with that new opportunity, they felt that they could be better prepared.
I had just finished reading a summary of High output management by Andrew S. Grove, and I felt it would be an excellent base to build a plan with my mentee.
We spent two hours talking and exchanging ideas from the book. We built a sort of mind map to highlight our ideas.
I have decided to share it with you. I divided it into two parts: