![]() ![]() Being a manager can feel lonely, especially if you were someone who liked to collaborate a lot with other developers when you were working on features.Īt first, it might seem a bit difficult to reach out to other managers, not knowing what to discuss, because you don’t actually need to interact directly. They won’t be familiar with the problems you’re facing, and because the power balance has changed, they might also have a harder time being honest with you. “When you transition to a manager role, you suddenly find yourself doing a job that is very different from the rest of your team, so you won't be able to ask them for advice like you could before. They're Hiring | View 10 Jobs Teachable is Hiring | View 10 Jobs Ingrid Becker is a QA manager at Teachable, an online expertise course platform. After all, you chose to work with those individuals for a reason: show them that you trust them by delegating accordingly!” You should be there to unblock and support your team, but without micromanaging. It is about finding the right balance – you are going to need to learn what, when and how to delegate. Learning how to be a manager means learning how to scale, and you can only scale by delegating. If you do, then you are setting yourself and your reports up for failure. As a manager, you can’t do everything yourself. I’d say the most important and difficult thing I’ve ever had to learn as a manager was how to trust and delegate. “A huge part of your work as a manager is to help people get to the next steps in their careers, and to do that you are going to use several tools and skills: one-on-ones, defining career development plans and goals, giving and receiving feedback. Teachable Remember you can’t do everything yourself ![]() ![]() They're Hiring | View 4 Jobs Octane is Hiring | View 4 Jobs Huiru Jiang is a senior engineering manager at Octane, a fintech lending company. Per one of my favorite and life influencing philosophers, Simone Weil, ‘Attention is the rarest and purest form of generosity.’” Just acknowledging that you are feeling insecure (to yourself) creates a space for attention for the other and helps direct energy to the right place – you become an investigator instead of a wall. For example, let’s say you have a proposal that you weren’t quite prepared for and therefore feel insecure about and your tech lead or product partner points out a couple of flaws. “Be highly attuned to your insecurities and keep them in check. Some people might argue that this is part of having high EQ but I think a term like ‘emotional quotient’ implies that it’s innate either you are born with it or not, whereas I believe that being aware of one’s insecurities is a skill that can be developed.īeing attuned to one’s insecurities allows you to nimbly step back when called out instead of taking a defensive stance. They're Hiring | View 3 Jobs Prefect is Hiring | View 3 Jobs Mike Groseclose is the vice president of engineering at Grailed, a fashion commerce company. By doing so, we ensure that everyone is working toward common goals and creating value.” We have objectives at all levels of the organization – and we spend a lot of time focusing on alignment around those objectives. This can lead to the team delivering results in ways that one might not have imagined.Īt Grailed, we use OKRs to help ensure that we focus on outcomes. Outcome-driven teams will have more autonomy and feel more ownership when solving problems. When managers focus on outcomes, they end up creating an environment where great things can happen. This was many years ago, and although systems like OKRs existed, they were not as popular as they are today. When I first went into management, I didn’t realize how important this distinction was. “For me, there is a big difference between teams that focus on completing work and teams that focus on driving outcomes. Built In NYC caught up with eight seasoned engineering professionals to ask about advice they wish they had received when first starting out. Ambitious future leaders out there consider this your jump start. Luckily, everyone in leadership was new once, and that coveted lifelong experience is simply a product of trial and error over time. Whether it’s relying on a mentor who has been in your shoes before or asking for feedback as much as you give it, leadership comes in many forms. Each style depends on knowing your team’s unique personalities. But having a few foolproof lessons in your back pocket when imposter syndrome strikes can make a big difference in how you lift your teams up to success. Stepping into a leadership role as an individual contributor, however, can be a bit more daunting.Īfter all, it requires an entirely new set of skills, and suddenly you’ve become the keeper of professional wisdom that your employees rely on to accomplish their best work. Being promoted into a long-anticipated role can sound like a thrill.
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