Before The Making of a Manager came out, my publishers and I had a chat that left me deeply uncomfortable.
"Who are some business writers / leaders you admire?" they asked.
Easy. I rattled off a dozen names.
"Great, can you ask them to read your book and give a blurb?"
1/10
My initial reaction: 😬
I came up with a myriad of excuses for why I couldn't ask for a blurb.
They don't know me! It would be rude to ask.
They are important people and far too busy to read my book!
I don't have their e-mails.
2/10
My publishers cheerfully added some e-mails to the list, reminded me of how important blurbs were to establish the credibility of my book, and wished me well.
3/10
I had my list to ask for blurbs.
The email was simple. Only a few sentences long.
And yet.
I spent an embarrassingly long time writing and rewriting it.
(I have many stories of spending waaaaaayy too long writing such e-mails when I'm nervous)
4/10
Why was it so difficult? I felt besieged by What If's:
What if I hear the dreaded rejection word: NO?
What if they read it and think my baby is ugly?
What if nobody responds at all, confirming my fear that I and my work are utterly insignificant?
5/10
I like to think I'm independent. That I am self-made. That I don't need to rely on anyone.
But this is a rubbish illusion. None of us are self-made. I wouldn't be who I am if thousands of people hadn't influenced me. Our connections are what make us human.
6/10
I sent those e-mails to prominent authors, CEOs, and leaders, asking them for a favor. Many of them I'd never met.
They had no reason to say yes.
And yet, the majority responded, agreed to read my book, and wrote a blurb.
What a vote of confidence. What elation!
7/10
The folks who declined, I'm grateful for too. Learning to not be afraid of the dreaded "NO" is its own superpower.
I learned it wasn't personal. Sometimes, someone has other things that they are prioritizing, and that is okay. It doesn't mean they think you suck.
8/10
The whole experience stirred something in me. When someone helps you, it makes you want to help others.
This is why you shouldn't hesitate to ask for help if you need it.
Counter-intuitively, asking for favors creates more generosity in the world.
Not sprawling networks of people (though technically that's right)
Rather, thinking about a company as an individual makes many things easier to understand.
Pick the company to join like you'd pick who you'd want to hang out with every day.
Thread👇
Companies have personalities, just like people do. Some companies are flashy and dramatic. Others are staid and quiet. Some live in the future, constantly tossing out new inventions. Others are ruthlessly competitive.
(2/13)
Like with people, all strengths have shadow downsides. Apple's quality and cool comes from a secretive, top-down culture.
Zoom's focus on superior tech leaves it lacking when it comes to product features.
One of the stories we used to tell in the early days of Facebook was how a small, two-engineer project came to dominate the entire photo sharing landscape in the late 2000s.
Thread 👇 1/10
Let's zoom back to 2005, when pre-mobile Internet photo sharing services were one upping each other on storage, features, and slickness.
Across Photobucket, Shutterfly, Flickr and Picasa, there were high-res uploads, preview navigation, theme tags, search by color, + more
2/10
Facebook Photos, built by a scant team over two months, was extremely bare-bones in comparison. It only supported low-res photos. No comments. No likes. It didn't even have a nice full-screen view.
1) I loved the people 2) I was continuously challenged and learning 3) The mission spoke to me 4) I felt deep loyalty
But there was another big reason that was hard for me to admit then...
(1/10)
The hard-to-admit reason was this: my sense of identity was deeply tied to my job.
I felt I *belonged* there.
I had a great career there.
I'd made many wonderful friends there.
And so, it was terrifying to imagine: who would I be if I *didn't* work there?
(2/10)
"My identity = My job" is a common thought pattern for folks (more likely founders or young) who...
1) have invested tons of time/capital/energy into the job 2) are ambitious 3) are recognized for their job 4) have mostly work friends 5) believe deeply in job's mission
I've participated in too many conversations about the role of design / pm / eng to count.
Of course there are differences.
But every tech manager role, regardless of discipline, ends up converging at higher levels.
What does this mean for you as a manager?
Thread below 👇
If you climb the management ladder to the very top, guess what? You’re the CEO. And you manage *every* function.
So if your goal is to be CEO someday, or even VP or director within your discipline, you need to get out of your box and learn how other disciplines work.
(2/9)
The most thoughtful designs don’t get used if engineering doesn't build them.
The most sophisticated algorithms don’t help people if they can't be put into a clear product.
The tightest roadmap doesn’t get you customers if the experience isn’t good, or you can't sell it.
Your launch date is in a week. Your whole team's credibility is riding on your collective ability to make it happen. Leadership is Eye-of-Sauron-ing this project.
There's just one problem.
You suspect the product sucks.
What do you do? A thread 👇 (1/9)
Prior to a launch, saying "Our product sucks" is not what your tired, overworked colleagues want to hear. But if you feel this way, you need to bring it up.
Align the team around the launch goals. Ask: "What are we aiming for?" Then frame your concern around that.
Ex... (2/9)
"We want to fail fast and get learnings asap" → Are we well set up to get new learnings if we already know so much is broken?
"We want to make a big splash and get tons of new users" → Will these new users retain if our product is buggy?