zlib.pub_the-managers-path-a-guide-for-tech-leaders-navigating-growth-and-change

try to keep notes in a shared document, with you the manager playing note taker. For each person you manage, maintain a running shared document of notes, takeaways, and to-dos from your 1-1s.

Micromanagement creeps up on you.

instead of sitting in on every meeting and tracking every detail, Sharell works with Beth to determine which meetings she should attend, and helps Beth understand which details to escalate to Sharell.

The hardest thing about micromanagement is that there are times when you need to do it.

The hardest thing about micromanagement is that there are times when you need to do it. Junior engineers often thrive under detailed oversight because they want that specific direction. Some projects go off the rails, and you occasionally need to override decisions made by your reports that could have big negative repercussions.

If you’re micromanaging someone, chances are you’re doing it because you don’t trust that a task will be done right,

This happens a lot when talented engineers become managers, especially if they pride themselves on their technical skills.

Autonomy, the ability to have control over some part of your work, is an important element of motivation.

It’s important to remember that being a good leader means being good at delegating.

When you feel like you want to micromanage, ask the team how they’re measuring their success and ask them to make that visible to you on an ongoing basis.

The worst micromanagers are those who constantly ask for information they could easily get themselves.

held accountable for his own work. Instead, your goal is to teach Jack what he needs to communicate, when, and how.

your goal is to teach Jack what he needs to communicate, when, and how.

Hiding important information intentionally is a failure, and getting stuck on a problem or making a mistake is often just an opportunity for learning.

In the long run, if you don’t figure out how to let go of details, delegate, and trust your team, you’re likely to suffer personally.

Your time is too valuable to waste, and your team deserves a manager who is willing to trust them to do things on their own.

task yourself with regularly identifying people who deserve praise.

every week there should be at least one thing you can recognize about someone on your team.

Many people respond better to praise than they do to corrective feedback,

When they believe that their manager sees the good things they do, they’ll be more open to hearing about the areas where they might improve.