3 ms·

Any traits to identify these people? I am a massive sufferer of imposter syndrome, I do my best to help everyone and smooth over things and set direction in a

by dijit 4y ago

Any traits to identify these people? I am a massive sufferer of imposter syndrome, I do my best to help everyone and smooth over things and set direction in a clear way with as much freedom in execution as possible. but i am always second guessing myself. I know I am almost certainly a middling manager (if not a bad one), but I would like to improve. Not because I love doing it, but because I don't trust that anyone else in my position (or who would take my position) actually wants to improve.

solarmist 4y ago
The distinguishing factor I've seen is servant leadership [1]. They believe that supporting and developing their people is their main job. Execution is just a prerequisite to being able to do the rest. [1] https://en.wikipedia.org/wiki/Servant_leadership https://en.wikipedia.org/wiki/Servant_leadership
- pvarangot 4y ago
  > The distinguishing factor I've seen is servant leadership I've never encountered a servant leadership styled EM that is not also a good IC.
  - solarmist 4y ago
    I have, actually; my two best examples were not great engineers. They were passable, but their strengths really came out in management.
- bradlys 4y ago
  The problem is that what makes a good manager for an IC does not make a good manager for the manager’s manager. They are fundamentally at odds unless you have servant leadership from the top down. (Which is nearly unheard of)
  - solarmist 4y ago
    I disagree. What are you thinking of that’s at odds with it? The only thing I can think of is MBA disease. But that’s rent seeking not productive management techniques.
urthor 4y ago
It's remarkably easy. For some reason it's simply not taught at schools. 1. Psychological security. 2. Crystal Clear targets, planning, goals, written down. To paraphrase this, a top manager will write their ICs an 8-12 week JIRA backlog. Obviously, these goals will iterate. However, the ironclad clarity is essential. 3. Positive, effective, coaching and feedback at the principle skill the IC performs. Aka, coding. 4. Lead by example. Conspicuous, hard, effort, devoting majority of time and energy to managing down and shielding. The issue is simple. All of the above requires sweat from the manager. Manager's are lazy, and nobody is watching them manage their IC's.

by dijit 4y ago

solarmist 4y ago

The distinguishing factor I've seen is servant leadership [1]. They believe that supporting and developing their people is their main job. Execution is just a prerequisite to being able to do the rest. [1] https://en.wikipedia.org/wiki/Servant_leadership https://en.wikipedia.org/wiki/Servant_leadership

pvarangot 4y ago
> The distinguishing factor I've seen is servant leadership I've never encountered a servant leadership styled EM that is not also a good IC.
- solarmist 4y ago
  I have, actually; my two best examples were not great engineers. They were passable, but their strengths really came out in management.
bradlys 4y ago
The problem is that what makes a good manager for an IC does not make a good manager for the manager’s manager. They are fundamentally at odds unless you have servant leadership from the top down. (Which is nearly unheard of)
- solarmist 4y ago
  I disagree. What are you thinking of that’s at odds with it? The only thing I can think of is MBA disease. But that’s rent seeking not productive management techniques.

urthor 4y ago

It's remarkably easy. For some reason it's simply not taught at schools. 1. Psychological security. 2. Crystal Clear targets, planning, goals, written down. To paraphrase this, a top manager will write their ICs an 8-12 week JIRA backlog. Obviously, these goals will iterate. However, the ironclad clarity is essential. 3. Positive, effective, coaching and feedback at the principle skill the IC performs. Aka, coding. 4. Lead by example. Conspicuous, hard, effort, devoting majority of time and energy to managing down and shielding. The issue is simple. All of the above requires sweat from the manager. Manager's are lazy, and nobody is watching them manage their IC's.