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I am not a manager. But I will list down a few traits of one of the best manager I have had: - Shield the team from all the churn that happens from manager upw
by amirathi 9y ago
I am not a manager. But I will list down a few traits of one of the best manager I have had:
- Shield the team from all the churn that happens from manager upwards. There can be so much shift in priorities, uncertainty in the upper management that it's mind boggling. "Shielding" team means - Providing a sense of stability, making sure the engineers are working on problems that are important for company now & will be important 6 months from now.
- Team succeeds: Attribute everything to people working for you. Publicly recognise folks who have gone above & beyond to achieve an impossible milestone/project.
- Team failed: Take the blame on you/process. Confront with engineers in private but at an organization level you bite the bullet
- Know everyone's interest & goals, like really know. On a longer horizon, try hard to align projects that matches individual's passion & challenges her skill level.
- matt_s 9y agoFormer manager, back to engineer checking in. I tried to practice the above, to an extent where possible. Sometimes upper management or other teams have a way of interrupting engineers with stuff that isn't a priority. It happens. Most engineers "aren't bothered" but it does impede on current workloads. Another thing I practiced was only taking on low priority, or menial engineering tasks. I have seen some managers want to be directly involved with higher priority and larger efforts when really that isn't their role. Its good to keep hands on work, but don't take that away from your team.
- Hydraulix989 9y agoThis is low-entropy, but you sound like a really great manager.