When I left graduate school I was super disciplined and very hard working. Because I was delivering high quality work, and driving results on time, on budget, I was promoted to a project leader and then manager by my 2nd year of full-time work.
I was not ready to manage people.
I was not ready to manage people.
I led by example and never delegated work that I wouldn’t do myself. I was respectful and deeply cared about coaching and learning from teammates. But I was very demanding. I expected a high sense of urgency at work. I wanted to meet or beat all project deadlines, no excuses.
The demand for excellent execution velocity was rewarded by spot bonus, late evening meals and rewards for weekend work. I was leading an engineering team of all ages - from 20s to 50s - but I treated all the same. I should have been more mindful of employees with families.
I was a generous manager with the freedom to promote and bonus ‘hero’ employees - those who worked 60-80 hours to release new products. I worked side by side with them, first to come in and last to leave.
Sometimes the team has to stretch higher, but this should not be the norm.
Sometimes the team has to stretch higher, but this should not be the norm.
When I was promoted to Vice President of engineering I began to focus on process improvements, and proper project management planning practices, in order to change a corporate culture of accepting unrealistic goals, and projects with insufficient committed resources and budgets.
Dear managers,
Your job is not to make people work harder.
Your responsibility to help your team achieve their goals, let them know that their work matters, and then recognize and reward those who consistently help the team deliver timely, high quality and positive outcomes.
Your job is not to make people work harder.
Your responsibility to help your team achieve their goals, let them know that their work matters, and then recognize and reward those who consistently help the team deliver timely, high quality and positive outcomes.
Managing people is the greatest privilege and honor. The best managers focus on developing people by creating a safe environment for people to grow. Be clear with your intentions. Be honest. Be supportive. Be empathetic.
People are not afraid of failure, they’re afraid of blame.
People are not afraid of failure, they’re afraid of blame.
Language of successful managers:
1 how can I help?
2 what do you think?
3 your work matters
4 I trust you and our team
5 I appreciate your commitment
6 thank you for working hard
7 I was wrong, I am sorry
8 your career path is my priority
9 do you have the tools to succeed?
1 how can I help?
2 what do you think?
3 your work matters
4 I trust you and our team
5 I appreciate your commitment
6 thank you for working hard
7 I was wrong, I am sorry
8 your career path is my priority
9 do you have the tools to succeed?
When I reflect back on my management experience, I am most proud of hiring interns from nearby schools, mentoring and sponsoring them, and watching some rise to senior director and vice present levels on my watch.
The most important job of a leader is to develop future leaders.
The most important job of a leader is to develop future leaders.
All successful companies must have strong management and leadership. Trying to separate these capabilities, or assigning an importance for one over the other, is not important.
To grow any business, you need people who can educate, inspire, support, build, service and improve.
To grow any business, you need people who can educate, inspire, support, build, service and improve.
