I almost immediately saw the benefit of having lots of mind space freed up to really “see” my team and meet their needs outside of getting code to production. When I received some timely feedback from my senior manager about this, I quickly (but begrudgingly) left the details to my team. I didn’t step back from the trees to see how the forest was doing. I tried to keep this “close to the details” mindset when I became a manager, but that limited my ability to focus on the overall health of the team.
#TIME MANAGER HOW TO#
After all, my super power as an IC was knowing everything I needed to do in deep detail and figuring out how to get things done. When I made the leap from individual contributor (IC) to manager, this was one of the hardest things to accept. The first thing you’ll need to let go of is understanding the detailed day-to-day work of the team. You’ll have to let go of a lot of the things that made you a great candidate to become a manager.
Mihael Cacic: Make one decision that eliminates the need for future decisions.Brett McGrath: Do more listening than telling.Fabian Camargo: Watch out for the traps.Abby Reimer: Hire people you won’t really have to “manage”.Jeremy Moser: Overcommunicate and publicly recognize accomplishments.John Thomas Lang: Be credible and confident while making an impact.Elle Woulfe: Be clear about the desired outcome.Len Markidan: Have the hard conversation now.Suchita Chopra: The greatest skill you can have is empathy.Hiba Amin: If you want your team to open up, be vulnerable first.Vicki Yang: Remember, you don’t have to have all the answers.Derek Jones: Build a lasting relationship with your team.David Maidment: You’re now in the ‘people’ business, and every person is different.Andy Crestodina: Let them figure it out.Nandini Sharma: Collaborative teamwork and two-way idea sharing brings results, not just you.Moly Milosovic: Talk about meeting purpose and structure openly and often.Nadja Komnenic: Find a mentor who gets you.Brian Noyle: Respond to requests with “yes, and here’s when I’ll get to it,” or “no, and here’s why”.Ramli John: Think of your role as more of a coach than a “manager”.Melissa and Johnathan Nightingale: Get trained.Benyamin Elias: Get your team to think for themselves.Corine Tan: A little gratitude goes a long way.Jocelyn Brown: Use every interaction as an opportunity to learn.Amanda Natividad: Teach people to advocate for themselves in business terminology.Alessandra Colaci: Be specific with your goals.Heather Foeh: Give feedback early and often.Each one of these leaders has written a letter for you, a first-time manager, with the hopes of imparting some lessons they’ve learned the hard way. That’s why we’ve rounded up the best advice from incredible leaders who are currently in the trenches. Learning from the experiences of those who’ve already found their footing is invaluable. Whether you’re looking for marketing advice to incorporate into your day-to-day tactics or insights on how to improve your people management skills - there are so many people who’ve been in your shoes and who are already experts in your domain. In my experience, one of the best ways to grow is to talk to people.
And no one wants to read a whole book only to end up with no actionable or relevant advice. The problem is, they’re not always in touch with the reality of day-to-day management. After all, there are plenty to choose from. It’s no secret that the average manager goes 10 years into their management career without any formal training.
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