Psychological safety

Amy Edmondson's construct: shared belief that the team is safe for interpersonal risk-taking.

SBI

Situation, Behaviour, Impact. A structured feedback model that anchors criticism in observable behaviour.

Radical candor

Kim Scott's framework: caring personally and challenging directly simultaneously.

Ruinous empathy

Caring personally but failing to challenge directly. Nice but withholding honest feedback.

OKRs

Objectives and Key Results. Ambitious objectives paired with measurable key results. 70 to 80% attainment expected.

Situational leadership

Hersey and Blanchard's model: leadership style should match the employee's development level for the specific task.

Span of control

The number of direct reports a manager can effectively supervise. 5 to 7 is typical for knowledge work.

First 90 days

Watkins' framework for leadership transitions: diagnose the situation type, listen first, secure early wins.

Power distance

Hofstede's cultural dimension measuring acceptance of unequal power distribution. India scores high.

Delegation

Handing off an outcome with appropriate authority and accountability, not just a task with instructions.

Managing up

Proactively managing the relationship with your manager to ensure alignment, information flow, and access to decisions.

Turnaround

One of Watkins' five situation types: a failing unit that requires rapid decisive intervention.