Some good learnings in here, but I’d add another layer of caution on top of this: Managing is often about balance. It’s a common mistake for first-time managers

Some good learnings in here, but I’d add another layer of caution on top of this: Managing is often about balance. It’s a common mistake for first-time managers to over-correct after they realize they’ve made some mistakes. Over-correcting can result in swinging to opposite extremes, which can be problematic for different reasons. To use an example from this article: Letting “brogrammers” overrun the team and drown out less experienced developers is, obviously, a mistake that requires some correction. However, it’s also problematic to start typecasting confident, experienced programmers as “brogrammers” and going out of your way to silence them would also be a mistake. The proper response is to facilitate proper, healthy team communication with a clear and firm condemnation of negative behaviors regardless of who they come from. Likewise, measuring developers on flawed metrics like number of features delivered is a mistake, but swinging to the opposite extreme of not measuring anything at all would also be a mistake. The author points out a good example of how to find a workable framework without abandoning metrics completely.