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My comments (from this little information): 1. Empowering others frees yourselves and build teams. Never stop empowering others. You will be more successful in
by oaiey 4y ago
My comments (from this little information):
1. Empowering others frees yourselves and build teams. Never stop empowering others. You will be more successful in the long run. If the environment is competing you against your peers, leave the environment. A good environment allows fostering good people and working conflict free with multiple good people. Empowering others is part of that.
2. When you are developed by your manager, you go through stages. First it is hands-on (1:1, training, help, guidance, ...) but later it becomes completely loose (more responsibility, punishment if you do something wrong). As a manager you end-goal is independent people which do not need hands-on 1:1 meetings. Are you in that situation maybe?
3. "Cold Shoulder from the rest of the team": Something happened what you have not figured out. Figure it out.
4. Regards the lead engineer position: Ask yourself: Does he deserve the job independent from your own pride? Do you belief that the only differencing factor is your manager's preference ... that sucks but is not necessary toxic. Friendship often translates in trust. Maybe your boss also relies on his friend on leading the team now while he does other things.
- pc86 4y agoI agree with all of this except 1:1s; they are a natural part of healthy management. If you don't have regular 1:1 with your direct manager, and if managers don't have regular 1:1s with all their direct reports, your company doesn't know how to manage. It's table stakes for competent management, at all levels except perhaps C-level to C-level.
- oaiey 4y agoI disagree here. If you have a functional environment you can have a team meeting, clarify everything there openly and have 1:1 once you need them due to privacy. Regular 1:1 create the risk of micromanaging people and foster secrecy. It is good for developing people, but once they are developed what purpose do they have. Maybe this is a culture thing (German here ... we fight in public ;)). My experience is: the layer where regular 1:1 starts, office politics is not far away ;)
- ensignavenger 4y agoSounds cultural maybe? In the US, 1 to 1's aren't about fighting, they are about developing, and there is an attitude here of never stopping developing, so there is no "once they are developed" phase.
- lcnPylGDnU4H9OF 4y agoIt's definitely cultural but I think you are overstating things a bit. That is commonly how 1:1s are approached in the US but still many places will be different.
- hedora 4y agoMentoring and helping colleagues is a great way to build a network for the job search after the one where you leave the current company. Most people’s careers will probably span many employers, so relationships with coworkers are more important than relationships with employers.