My favor part was about understanding what motivates each person on your team and whether he or she is in "rockstars” or “superstars” phase,
As a manager, we shall ensure the fairness in rating employee's performance base on whether a person is doing better work than others in their current year performance. Not as justify future promotion.
The second part I found useful is the model she used to address the practical issues with giving feedbacks. Kim advised leaders to create an environment where offering constructive criticism is encouraged, and people are open to developing drawing-board ideas instead of shutting them down.
The leader needs to be careful about not failing into one of the other quarters.
If you criticize too much or too little, you could fall into other leaderships styles that Kim identifies as “manipulative insincerity,” “ruinous empathizer,” and “obnoxious aggressive.”
The third part I like is about the art of getting stuff done (GSD) wheel. It's about how leader can first lay the groundwork for collaboration without telling people what to do:
Don’t Hold Back
Lastly, Don’t hold back whether it’s praise or criticism, you shouldn’t be afraid to express either—both are necessary for creating a healthy business environment. It’s essential that your employees know where you’re coming from and why you’re offering your comments. Be clear and specific about what you’re addressing. Don’t try to mince your words, but be tactful at the same time. A comment could be taken badly if you don’t specify why you’re offering it.