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> I [the manager] suggested we do daily standups > I really liked these occasions > the team decided it works well One thing [people who become] managers com
by mpweiher 5y ago
> I [the manager] suggested we do daily standups
> I really liked these occasions
> the team decided it works well
One thing [people who become] managers completely underestimate is that they now have actual, real power, and that this dramatically alters the quality of the feedback they get.
You're not a neutral observer in this interaction, not by any fault of your own, but simply by the position you occupy. And there is virtually nothing you can do about it, no matter how hard you try. And no, it doesn't mean your team is actively trying to please, it just happens that way.
As an example (not quite the same thing, but similar): one time that I was managing a team I was just finishing some stuff up on Sunday and sent some e-mails that went to the team. Then I got a response. That same Sunday. Note to self: even if you write that e-mail on a Sunday, wait until Monday to send it!
- gregdoesit 5y agoI’m completely with you on this: the power balance shifts as soon as you get the manager title, even if you wish it did not (I ended up managing former peers at Uber: one day I was a team member, the next day a manager). This makes everything more tricky, as it’s true that the same behaviour as a manager or as an IC spark different responses. It’s a tough one to navigate and I won’t say I have it all figured out. It also makes transitioning into management a lot more lonely, in my experience.