I see more critical comments here on Blind about 'Managers' being a pain in the a** than a great guide/leader (as they are intended to be). I thought let me ask the community that according to you, "what makes a manager great?", a.k.a. "How do you think a/your manager can truly add value to your/team's job?" P.S.: - I expect weird/snazzy comments (unfortunately due to some trolls on Blind) ..but try to make them funny at least. - couldn't tag more companies, but wanted to include others too companies like Facebook, Uber, Airbnb, etc as well - TC: $150K
Are you looking for a manager or a 🤡 to entertain you?
@Atinlay - I didn't understand the context of your comment..but if it's related to my mention of word 'funny', then I edited it a bit..hopefully clears your doubt. I'm just looking for quality answers from the community.
Don’t get all butthurt when you get answers you don’t like.
BofA is the epitome of bad management, and that’s coming from Citi.
@Qt7l - agreed partially; partially cuz not all managers at BofA are bad. Anyhow..I asked the question more so that I can either - avoid becoming a manager, or - can become a great manager (if it comes to that).
Best lesson I learned (coming from a string of bad managers) is learn from the bad ones by not doing what they do. You’ll learn the rest via experience. Just be authentic and speak for what you feel is right. If you find yourself in a company that doesn’t support that (BofA doesn’t) leave.
A manager is there to serve the team and ensure the team is working optimally. A manager also cares about the careers of the people in the team. A manager is not simply someone who bosses people around. I especially see this in south asian teams, which is unfortunate.
@hooli.xyz - thanks for that. Some follow-ups: 1- what are typical scenarios where you see (bad) managers bossing around? (examples: interfering in tech decisions/forcing to be on all emails/weird ways to take status) 2- How imp is it that managers sometimes do some IC work?, OR, is that taken as interfere? 3- I've seen some (technically skilled) managers take a lottt of interest in design sessions and have a strong will to influence design..is that interpreted as a good/bad thing?
@backwoods - thanks for that! Question: Can you give an example of the point you raised? (I ask cuz your point is solid and I'm trying to find solid overlap b/w a manager & team when it comes to processes/standards - like are we talking about managers who still code, or own design decisions, or perhaps I got it wrong..)
@backwoods - totally agree with you. I can see how coding managers might do what you said. At the same time, I've seen some very good managers who participate in code reviews, design decisions and give input which genuinely helps..they don't code day-to-day though. 🤔
Good managers channel information down to their reports: what's discussed in the skip/above levels, future roadmaps, strategies, etc. Good managers also promote their reports work to skip/above level to increase visibility/get resources. Harder part of good management: understand individual reports strengths and leverage them in advancing the team's direction/goals. It is a lot of hard work to get to know each report's growth goals and aspirations, and make sure they are set up for success. There will be times where there is a mismatch between the team's goal and the individual's goal, and good managers may choose to help their reports to transition.
@WDWO10 - love the reply..very insightful. Had some follow-ups, if you don't mind: 1- visibility point is very valid, but what do you mean by "get resources"? - an example/elaboration would be awesome. 2- a lot of (talented, but young) engineers tend to have single minded goal these days (no thanks to Blind): 'High(er) TC' -- how to deal with this situation?
1. If your reports are senior/principal levels, they are also expected to initiate/lead and there will be times resources conversation will emerge. Orgwide budget planning/HC/budget to hire contractors, interns, etc. Sometimes there is a joint project with other teams and the cost may be shared by different teams. 2. TC is often controlled by the org budget so I don't think this is a manager's responsibility. Promotion/performance based bonus are different conversations but I don't consider good manager == good rating. Instead, a better way to look at this as part of TC conversation is the time cost of learning and growth. Think of this way: you make a certain $$$ doing repetitive tasks for a year with no growth, or you can learn and grow for a year so that you reach a more senior capacity that will increase your responsibilities and TC. A critical requirement of growth is timely, constructive feedback and air cover from a good manager who understands what their reports need and find a way to get it for them. Of course you can grow from bad managers too, but the emotional cost is enormous and may set you on a negative path for too long until you realise. The reality is that working with a good manager/leader alone can allow you to learn and grow so much faster but they are far and between. Good managers are often resourceful (a good manager with flexible mindset would encourage you to try a different solution after the initial approach failed - it is the kind of air cover I am talking about) and have org knowledge to navigate complex situations (that their reports face). Feedback and support have to come together to be truly effective though. Some OK managers believe they are good by providing feedback but if they don't do anything to support their reports' projects beyond feedback then it is still a sink-or-swim situation. If you find yourself with a good manager who does both constructive feedback and support, then make sure you observe and pick up these little things and combine with your unique knowledge/perspective and one day you will find yourself grown into a more senior role.
The first thing is to treat all his/her employees equally and not favors one over another just because they know them more or whatever.
@0x2adc0de - fair point, follow-up: how would you handle a situation where you want to promote someone cuz they are clearly deserving but don't want other team members to feel you are being unfair? (I understand this might involve best practices day-to-day, related to running a team successfully - but some ideas here would be helpful)
To deserve a promotion you either had # of years or accomplished some sort of project or something so if everyone in the same boat will get the promotions then no one will feel it was unfair.
Do: Encourage people Smile Keep the integrity of the company in check Be a human, empathize with people, when they need time off, give it to them Everything is a give and take, you ask for a little extra, give a little extra back. Your direct was on a call late last night? Might be good to encourage them to WFH the next day if they logistically would help them. Hold people accountable by being a visionary that encourages the future.
@:;/edit - wonderful reply, thanks for that! An example of "keep the integrity of the company in check" would be very helpful.
As a manager you see behind the curtain more than others. You watch as people senior to you make decisions that might be ethically challenging. You are uniquely positioned to influence good and integrity, this means fighting for your people at rewards and for promotions, even when your manager or others might bring up something unfair to your employee, you bring the balance back to the scales of justice.
Good manager provides air cover, especially in case of fuck ups Good manager removes roadblocks so ths team can succeed Good manager finds interesting and high visibility projects with the appropriate budgets for the team. To succeed and grow Good managers sees strengths and weaknesses and advises the approach so one is visible and the other stays hidden Good manager takes action when people underperformed quickly and takes the blame for the bad hire or assignment. Good manager will fight for his people as Msft /edit did above in reviews, bonus distribution etc. Good manager will ensure managers under his do the same as noted above Good manager never preaches water and drinks wine I. E. Expense or travel policy - leads by example
@IRQQ72 - some great tips right there. Awesome - thanks!
A good manager can create a good plan with an achievable schedule. A good manager shares in the blame when things go bad and shares the rewards when things go well. Most often what I see is a bunch of greedy fucks at the top end.
@mark1650 - thanks for that; any ideas around how to deal with those "greedy fucks"?!
Seems like the guys who do the best are the ones who happen to have an extra slot for a foursome at the golf course etc and/or happen to have the same hobbies and interests.
Are you a manager?
@scarecrow - I'm not a manager (yet) - only a Tech Lead but started thinking about this topic after reading critical stuff about managers on Blind. 😌