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January 19, 2021
writer beware! If you decide to stray into the personal, the personality quirks, and core values, you are entering dangerous territory.
that might require changing some things about yourself that you don’t want to change.
Keep your bad behaviors to yourself, and hold yourself accountable for their impact.
If you want to build trust, you do that by showing up, talking to them both individually and as a team, and behaving in an ethical, reliable manner. Over and over and over again. You don’t get it from writing a document about how you deserve their trust. Manager READMEs are not a shortcut.
Bob Gregor liked this
With that in mind, effective roadmaps should also flag irreversible steps and make sure there’s consensus among stakeholders that the risk is worth it.
The marketing team will probably appreciate having visibility into the work for which it will need capacity.
For instance, if you know that a feature has open questions and is being actively tested, you can recommend giving preview access to a small set of customers and collecting their feedback before turning it on for everyone.
There’s pressure on us to make sure that no one is idle. Ever.
Do you have goals or a timeline in which you would like to reach the next level?
Are there areas that you’ve identified as growth areas for yourself?
Given the work that you have done so far, what would you like to keep doing? ...
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Upward communication is the opposite: rarely will you run into a problem overcommunicating, and the larger the company, the more bursty updates serve as valuable reminders to your stakeholders about everything currently in play.
Executive time is precious, so make sure to be respectful of that by having a clear outcome for the meeting. It’s generally better to be a little over-ambitious in your ask than it is to meander about without obvious action items.
The way that you provide value is through your ability to have impact on your team instead of your individual productivity.
It’s so easy for an engineering manager to focus on merely what they need to do, don’t forget to engage in the highest-leverage activity, connecting The What to The Why.
The really interesting thing is that there is enormous power in being kind — it’s difficult to fight someone who is being patient, seeking to understand you, and demonstrably trying to help.
