Can you name a single successful sports team that thrives without a good coach? Probably not. Even if you have the best player in the league, you need a strong leader to inspire, support, and guide every successful team.
Pro tip: Show that you want the best for your team by prioritizing their aspirations when possible, and taking responsibility when you fall short. One way of showing your team that you care about their growth is to support them in creating professional development plans. This document is perfect to define career goals and hold yourself accountable.
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The best managers do two things: push their team to grow and support them in slowing down. To produce good work, you have to hit certain goals, KPIs, and OKRs. Plus, keeping your team motivated and engaged can help push them to be more creative in their work. But, research shows that workers are feeling more burnout than ever before. Your role is to manage both aspects of the work, and know your individual employees well enough to spot when they need to push through and when they need a break.
Pro tip: Scheduling regular feedback sessions creates a safe space to share and be honest with one another. Instead of blaming someone for a mistake they made in the moment, you can structure your response to be more constructive during a schedule review. On the flip side, this time gives your employees the opportunity to be honest with you, which is the best way to become a better manager.
My point in the article was that three attributes - integrity, a positive optimistic approach, and low turnover - were vital in helping prospective job seekers find high-quality management. Well, though these three definitely are solid managerial qualities, they're also not close to being an optimal or comprehensive list. Which was exactly Thomas's point.
If there was one substantive omission in my earlier post, and one attribute that sets apart really excellent managers from more ordinary ones, it's this: the willingness and insight to take the time to bring out latent abilities in employees and help them develop talents they sometimes didn't even know they had.
The scope of the issue - There's no question that development (or, more accurately, lack of it) is a subject that resonates broadly. Harvard Business Review, for example, has reported that dissatisfaction with development opportunities often fuels the early exits of bright young managers.
My observation was in no way statistically significant, but it did beg the question if women tend to be so under-represented as product managers, why are so many of them exceptional at the job? Is there something bigger to learn from these women? And ultimately, should more product teams work harder to actively bring in women product managers?
One of the main reasons I see otherwise capable product managers fail is due to ego. So much depends on the relationship of the product manager with the other members of the team, and especially with the alpha leaders of the company. It is essential for product managers to not take disagreement as a personal affront.
This emotional intelligence allows the product manager to engage constructively with each of these people, actually listening closely enough to identify the underlying issues and constraints the person is trying to express, and working creatively to find solutions that work for the various parties involved.
Related to this, or maybe because of this, I find that women product managers take self-improvement seriously. Women more naturally bring a growth mindset. In my coaching sessions with women, they tend to be so much more productive because we can talk openly about weaknesses and how to tackle them. All too often I struggle to convince the male product manager that they have a weakness we need to work on.
So this is my theory as to why I see a disproportionate number of very successful technology product managers that are female. A balanced ego, strong emotional intelligence, humility, and extraordinary stamina.
The best women product managers are often those who never thought about doing the job, but are natural fits by how they think, work and act. Find them. Actively recruit them into the discipline. Train and invest in them. Your product teams, your company, and ultimately the entire tech industry will be the better for it.
Her name is Karyn. I worked with her at CSX the rail road company. She had very cool ideas in mind, she knew how to listen to her employees, she protected us when she knew things weren't fair, she wanted us to keep growing and learn new things, she was flexible, she was thoughtful. One of my favorite things about her was that she trusted her employees. She knew our talent and she knew we will get things done. Also, She was ready to help us when we needed help and she never crossed the line that make her seem like a micromanager. While I was at CSX, she tried to make things better not only for her employees but for everyone! and she was 100% pro diversity and inclusion and I'm thankful that she gave me the opportunity to be part of her team. I don't even work for her anymore and she reaches out here and there to see what's up with me. She is awesome and I miss working with her all the time. She is not a boss, she is a leader.
But what I will always keep from this wonderful experience was his strong knowledge in database modelization. All I know today is because he insisted in teaching me best practices, and I feel today I would not have the same vision about how I solve problems if I would not had this experience back then.
I had this very supportive manager in my first part time job in a tech company close to my university, who appreciated my job even though I was very noob. Even if I left and drove my career in another direction years ago, he keeps checking on me even now, from time to time, and follows my achievements.
I'll say that my manager before I came to this job, was not great and is a big part of why I left a full-time role with benefits for a contract one with no benefits. I was a few months into my new job, everything was fine, very different from my previous one (in a good way) and it happens, I made a mistake on launching an email campaign.
Mistakes happen. We're human, but I think we can all agree that making a mistake in a new role is especially nerve-wracking. In my old job, where I had been for 5+ years, a tiny mistake, one much smaller than the one I had just made, my manager made me feel horrible and it kept being brought up as opposed to any of my positive accomplishments. So, I was very concerned about what would happen here.
I can't remember if I realized my own mistake and brought attention to it, or if the client did, but eventually, me and my manager had a chat. Sara wanted to understand what had happened and acknowledged that while yes, I did make a mistake, there was room for interpretation on the client-side. In summary, the talk amounted to yes, it was a mistake, it happens but everything is ok. I wasn't belittled or made to feel like I was unskilled or flawed, it wasn't a blame game. It was a conversation where I left feeling ok and not devastation that one error would continue to follow me around and get brought up every 1:1, etc.
I have had a few. First off, was someone I worked with on multiple occasions via a freelance contracting platform. He helped me realize my potential as a programmer. And where I can / should improve my self. The other one was a non-technical manager (somewhat technical) but the best thing with him was that he complimented my weaknesses. Mostly the introversion I had become non-existent to everyone else due to the fact that when we worked in projects things just clicked fine. And the manager would know exactly when and how to push me to make sure I got heard.
His Name is Anand Bhushan, worked with him during my time at Loylty Rewardz where I worked for 5 years, I was a very short-tempered angry young man, and used to fight with everyone who is wrong, He changed me as a person, He thought me how to handle difficult situations, It changed me as a person as well. I become calmer and started thinking before talking to anyone. Even in my last job, my manager told me, he wants to learn how to handle difficult situations like me. All thanks to Anand :)
His name is Tim, and he had moved up from being a developer on the team into being their manager (with a bit of a stent managing elsewhere). He trusted the dev team with whatever they said (which was safe in that particular team). He would ask the important questions to make sure that we were considering the alternatives and so that he could understand our decision against those, but he ultimately knew that the team was going to do everything in their power to keep the products stable. He told me once that "If we can't get the work done without you here for a couple of days, then we are doing something wrong" and I really liked that mindset. We were a team that should be able to cover each other's work. He would also keep the developers out of unnecessary meetings as much as possible. There was also a really great quality that he had that you could talk to him about things that you still needed to look into, and let him know ahead of time what possibilities you were considering and he would just acknowledge and move on. The biggest issue that I've had with a less technical manager is their wanting to take immediate action on everything that they are told when it isn't necessary. It takes time to get on the same page as your manager.
My most recent managers both encouraged self-development, best practices and I felt as though they put our personal growth on the same level as the companies. I can/could be honest about issues with them and there's no such thing as a stupid question. Great managers like this set the example and it's because of this they have a direct influence on company/department culture for everyone else.
I'm 7 weeks in to a new job and I'm currently working under the best manager I've ever had. She listens to and trusts the team, checks in on us regularly, makes sure our work/life balance is ok, checks I'm not working too late if she sees I'm online after 5:30pm, defends the team when needed, knows when to get involved and when not to, and also notices and observes a lot of things that we talk about in our regular 1:1 meetings. She's a very good listener and makes it very clear that we can go to her with any issues we might have. Safe to say, I'm loving the new job and this is a big part of it! 0852c4b9a8
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