3 ms·

I was a CTO for a few years at a startup, that definitely seems to be a turnoff from potential managers.

by bob33212 5y ago

Frost1x 5y ago
It's really an issue with ego in organizational structures and power. I've managed people far more experienced or skilled in areas than me. It simply requires you to realize you're not inherently 'superior' to the people you manage, just that you're managing (i.e. manager) highly skilled people to solve problems. Recognize when to trust people and do just that--you know they're awesome, they know they're awesome, why not take advantage of that and build on it to create something more awesome? Learn to be wrong or make bad management decisions out of ignorance and accept when experienced people suggest or tell you otherwise--they may even give you a way out of a mess you created. Skilled people with that sort of experience often aren't trying to correct you to insult you, they're trying to help you, the team, and themselves by offering their wealth of experience and knowledge. It's when experienced people like this are quiet is when you should really be worried. If they aren't making suggestions, unless you're sure of yourself, you've likely created or been subjected to an environment experienced individuals have given up on improving and are now in death marches on your project efforts, quietly updating their resumes and awakening their contacts, looking for new positions.
- runawaybottle 5y ago
  I recently dropped a sage bomb on a friend, and I was sure I hit some serious sage advice gold. Here it is: There is a difference between your identity being in something versus your heart being in something. Identity is a very very cheap substitute for passion and integrity. ‘I am this, therefore I am correct in doing this’. Young managers fundamentally will pay the price with identity, not anything else.

3 ms·

I was a CTO for a few years at a startup, that definitely seems to be a turnoff from potential managers.

by bob33212 5y ago

I was a CTO for a few years at a startup, that definitely seems to be a turnoff from potential managers.

Frost1x 5y ago
It's really an issue with ego in organizational structures and power. I've managed people far more experienced or skilled in areas than me. It simply requires you to realize you're not inherently 'superior' to the people you manage, just that you're managing (i.e. manager) highly skilled people to solve problems. Recognize when to trust people and do just that--you know they're awesome, they know they're awesome, why not take advantage of that and build on it to create something more awesome? Learn to be wrong or make bad management decisions out of ignorance and accept when experienced people suggest or tell you otherwise--they may even give you a way out of a mess you created. Skilled people with that sort of experience often aren't trying to correct you to insult you, they're trying to help you, the team, and themselves by offering their wealth of experience and knowledge. It's when experienced people like this are quiet is when you should really be worried. If they aren't making suggestions, unless you're sure of yourself, you've likely created or been subjected to an environment experienced individuals have given up on improving and are now in death marches on your project efforts, quietly updating their resumes and awakening their contacts, looking for new positions.
- runawaybottle 5y ago
  I recently dropped a sage bomb on a friend, and I was sure I hit some serious sage advice gold. Here it is: There is a difference between your identity being in something versus your heart being in something. Identity is a very very cheap substitute for passion and integrity. ‘I am this, therefore I am correct in doing this’. Young managers fundamentally will pay the price with identity, not anything else.