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My approach so far is to be very very allowing —- until any failure becomes apparent and it can “naturally be discussed” (or it causes problems with colleagues
by havkom 4y ago
My approach so far is to be very very allowing —- until any failure becomes apparent and it can “naturally be discussed” (or it causes problems with colleagues in the group).
This can be quite stressful though — I do not think the people reporting to me understands how much energy is spent as a manager negotiating with others in order to give the team and team members the most space/maneuverability that is possible.
- chrsig 4y ago> I do not think the people reporting to me understands how much energy is spent as a manager negotiating with others in order to give the team and team members the most space/maneuverability that is possible Speaking from experience as an IC -- managers do an absolutely terrible job of surfacing what they're working on. What are you doing to broadcast your efforts? If you don't tell them what you're doing, you can't expect them to know if you don't tell them.
- pkaye 4y agoMaybe use your one-on-one to discuss those things.
- daok 4y agoI don't think 1-1 is the right time. If you have a team of 15 people, you would need to repeat the same thing 15 times. Better to give an update of what you are working on (as a manager) for the whole team once.
- mateo411 4y agoThat's a large team. I don't think it makes sense to have 15 direct reports. You probably want to split that into 2 teams so you can feed your team with two pizza boxes. If you do have a team that large, then you need to have a weekly or biweekly meeting with an agenda set beforehand. You can make announcements and possibly have a rotating presentation by somebody from the team about what they've been working on. If you are managing this many people, you are managing people, projects and comms.