Interesting! I wonder: what have you learned from your managees? What are your current growth edges wrt. management? How do you plan to work on them, and how are your managers and managees helping with them?
Your questions kickstart the next cycle of my learning!
Much of the specific (past and/or future) data points of how people shape my thinking isn't publicly sharable for confidentiality reasons, however.
My current 'accountability web' to ensure I learn continuously include our board, my manager (ask him about his system!), our performance reviews, my coach(es), and my friends. But, really, my managees in the end carry most of the accountability weight. Primarily because the management relationship is a two-way agreement, where my managees can tell me whether I'm not respecting what we agreed. A management relationship where this feedback is not possible is a broken one.
About finding your way of managing people, though out of scope: I have been making a similar claim about the fact that letting more women become managers is hard because the style will be significantly different from what people are used to from men - probably mostly because of social constructs and how genders are differentially raised. It’s harder for a woman to find their style because they have fewer examples to draw from, most probably because fewer people are of a style they can identify with. So there’s more to construct.
Very insightful post! I have little management experience and therefore the few ideas I have about management are largely untested, so I'll refrain from sharing them. Though, I have 1 question and 1 meta suggestion:
1. I've only worked at large organisation (multinational corporations/government agencies) and management in these organisations is generally bad. I assume management in smaller organisations is different; mostly better, sometimes worse. I wonder what happens when managers/managees from different backgrounds come together in a small organisation and whether lots of time is spent un-learning the bad management practices embedded whilst working in large organisations. Have you experienced this? What I'm really asking is, how much does a person's previous work history matter?
2. It's likely that many management books are targeted at "fixing" bad management in large organisations that have many managers, so I ignoring management books probably isn't a huge issue. Learning how to manage effectively from other managers who work at other small organisations could be a promising avenue. Is there anyone you could learn from (a) that you aren't already, or (b) even more than you already are?
Also, thank you for hyperlinking the frameworks/concepts upon which you've built your management style. I've not read many of the posts you link to, so I'm excited to read them!
Interesting! I wonder: what have you learned from your managees? What are your current growth edges wrt. management? How do you plan to work on them, and how are your managers and managees helping with them?
Your questions kickstart the next cycle of my learning!
Much of the specific (past and/or future) data points of how people shape my thinking isn't publicly sharable for confidentiality reasons, however.
My current 'accountability web' to ensure I learn continuously include our board, my manager (ask him about his system!), our performance reviews, my coach(es), and my friends. But, really, my managees in the end carry most of the accountability weight. Primarily because the management relationship is a two-way agreement, where my managees can tell me whether I'm not respecting what we agreed. A management relationship where this feedback is not possible is a broken one.
About finding your way of managing people, though out of scope: I have been making a similar claim about the fact that letting more women become managers is hard because the style will be significantly different from what people are used to from men - probably mostly because of social constructs and how genders are differentially raised. It’s harder for a woman to find their style because they have fewer examples to draw from, most probably because fewer people are of a style they can identify with. So there’s more to construct.
I like the 2x2 matrix to set out expectations! And the quote at the beginning makes me tear up. ⛵🩵
Very insightful post! I have little management experience and therefore the few ideas I have about management are largely untested, so I'll refrain from sharing them. Though, I have 1 question and 1 meta suggestion:
1. I've only worked at large organisation (multinational corporations/government agencies) and management in these organisations is generally bad. I assume management in smaller organisations is different; mostly better, sometimes worse. I wonder what happens when managers/managees from different backgrounds come together in a small organisation and whether lots of time is spent un-learning the bad management practices embedded whilst working in large organisations. Have you experienced this? What I'm really asking is, how much does a person's previous work history matter?
2. It's likely that many management books are targeted at "fixing" bad management in large organisations that have many managers, so I ignoring management books probably isn't a huge issue. Learning how to manage effectively from other managers who work at other small organisations could be a promising avenue. Is there anyone you could learn from (a) that you aren't already, or (b) even more than you already are?
Also, thank you for hyperlinking the frameworks/concepts upon which you've built your management style. I've not read many of the posts you link to, so I'm excited to read them!