Either people challenge each other to the point where they don’t like each other or they become complacent about each other’s feedback and no longer … - Ben Horowitz

When I first became a manager, I had mixed feelings about training. Logically, training for high-tech companies made sense, but my personal experience with training programs at the companies where I had worked was underwhelming. The courses were taught by outside firms who didn’t really understand our business and were teaching things that weren’t relevant. Then I read chapter 16 of Andy Grove’s management classic, High Output Management, titled “Why Training Is the Boss’s Job,” and it changed my career. Grove wrote, “Most managers seem to feel that training employees is a job that should be left to others. I, on the other hand, strongly believe that the manager should do it himself.

In my weekly staff meeting, I inserted an agenda item titled “What Are We Not Doing?

APPENDIX QUESTIONS FOR HEAD OF ENTERPRISE SALES FORCE