When I first became a manager I thought it’d be an easier, better version of my individual contributor role. I’d get more done, and everyone would listen to me. Perfect, right? My experience, of course, was far more complicated. It took me a while to figure out that the skills that made me a good IC don't necessarily make me a good manager. To grow as a manager, I constantly have to let go of skills I pride myself on.
"the manager role would be an easier, better version of her individual contributor role when she first became a manager." This is a mistake that I also have experienced. Thanks for articulating.
Loved this piece! The feedback loop being long resonated a lot :) My own addition/find along similar lines is the realization that it can get pretty lonely as a manager - nobody to really vet/concretely give you yes/no answers, so you are kind of making a lot of little decisions on your own, testing and changing and course-correcting as needed. In this aspect, it helps connecting with other peer managers to realize that one might not be as lonely as one might imagine :)
Beautiful read! Ami.. Never thought in this similar lines! Thank you for sharing!
This was one of my favorite reads this week, Ami. It barely touched on strategy and yet it spiraled me to wonder how you think about creating a team or product strategy. Would love for you to consider a write up that shares your playbook for creating a stellar strategy. What should it include and not include?
Love this piece, Ami! Brings a lot of flashbacks from my own experience. Took me some time to realize that challenging folks, as opposed to shielding them, and accepting that there may be hiccups along the way, not only accelerates their growth, but also gives you a much better idea of what your team can actually accomplish.
Thanks Ami! Can you also write at some point on successful relationship between an IC and a manager? or What made you a good IC. I am an early career IC and following your career path so it would help a lot!
What do I do if I give my team the freedom and they don't value this? For example: Missing importants points on a project because they're not paying attention to; Arriving late every day (our job requires to be in time because we have scales); Making mistakes that causes the company financial loss; ETC. I mean, I don't want to be the bad manager, but I'm the one who's getting scolded by my director.
Hi! I'm a new manager and it's a bit of a rocky road tbh. You mentioned "while supporting them and holding them accountable". I'm curious, how do you approach holding them accountable? What's the right way to do so without being annoying?