When I walked into one of my first leadership reviews, I felt ready. I had gathered all the information and I was prepared to explain it all to my manager so they could make a decision. I diligently started walking through all the info our team had collected, slide by slide, bullet point by bullet point.
Interesting and true. My initial career days, I go with a deck and my manager would say, "this is weather reporting" 🙂 Tell me what we should or should not be doing!!!
I only started to truly appreciate this way of operating when I became a people manager myself. When you have confidence in your teammates, you want them to cut straight to recommendation. The discussion truly gets engaging when you start building upon that recommendation together.
This describes a really healthy manager <> direct report relationship. We often seek out more context from our managers, but it takes a good manager to seek out your recommendations.
Interesting and true. My initial career days, I go with a deck and my manager would say, "this is weather reporting" 🙂 Tell me what we should or should not be doing!!!
When I started out as a UX Researcher, I used to think I must be unbiased in presenting my findings and never shared clear recommendations.
The only person who has gone through all the transcripts is me so it was my duty to present my point of view.
Seems so obvious in hindsight :)
I only started to truly appreciate this way of operating when I became a people manager myself. When you have confidence in your teammates, you want them to cut straight to recommendation. The discussion truly gets engaging when you start building upon that recommendation together.
This describes a really healthy manager <> direct report relationship. We often seek out more context from our managers, but it takes a good manager to seek out your recommendations.