Six years ago, I switched my reporting to a different manager, Chris Cox, Facebook’s chief product officer. One of the earliest conversations I remember us having is when I asked him how he evaluates the job of a manager. He smiled and said, “My framework is quite simple.” Half of what he looked at was my team’s results—did we achieve our aspirations in creating valuable, easy-to-use, and well-crafted design work? The other half was based on the strength and satisfaction of my team—did I do a good job hiring and developing individuals, and was my team happy and working well together? The first
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