dirtystylus + leadership   51

Google released research on what makes a good boss – do you agree? | Money | The Guardian
1 A good coach
Good bosses help employees through problems and use them as learning points.

2 Empowers the team instead of micromanaging
If your boss frequently tells you how to do small tasks that you are completely qualified to do on your own – like how to write an email – then you may have a micromanager on your hands. A good manager should empower you to use the skills that got you the job instead of trying to do everything for you.

3 Creates an inclusive team environment, and shows concern for success and wellbeing
If your boss leaves you feeling terrified of going to the toilet or asking questions, they probably haven’t done a great job at creating an inclusive team environment.

Google has refined its findings on this trait over time, showing that good managers ensure people feel comfortable to introduce new ideas, and don’t feel scared to ask questions or admit mistakes.

4 Productive and focused on results
Good bosses help out where necessary and make sure that you know what you are working towards.

5 A good communicator
This one is pretty self-explanatory: a good manager should be good at sharing information, and good at listening, too.

6 Supports career development and discusses performance
This means doing more than just giving criticisms or showing interest in an employee’s prospects – Google’s research has shown it has to be coupled with feedback that helps an employee work towards their goals.

7 Has a clear strategy for the team
A good boss let’s you know what is expected of you, and what you need to do to get there.

8 Has the technical skills needed to advise the team
Ideally, your boss should know how to do the job that they are asking you to do. If they are new, they will take time understanding the team before they make big changes.

9 Collaborates across the organization
Good managers don’t just have a good relationship with the people they manage, but other people in the organization, too.

10 Is a strong decision maker
Google has a lot of information on its website about how bosses should make informed decisions. In reality, most people just want their boss to make decisions quickly enough that they can go home on time and their work isn’t wasted.
google  research  management  leadership  techculture 
8 hours ago by dirtystylus
Mekka Okereke on Twitter: "If you: 1. Work at a company that has written performance reviews 2. Care about making that review process as equitable as possible 3. Manage people Here's a free tip for you, in the area of language used in reviews..."
If you:
1. Work at a company that has written performance reviews
2. Care about making that review process as equitable as possible
3. Manage people

Here's a free tip for you, in the area of language used in reviews...
Imagine collecting all of the text used in upcoming performance reviews, for everyone on your team. All peer feedback, your assessment, everything.

Then imagine creating a map of word frequencies used, for each person on your team.
If N counts make sense, and you have folks' permission, imagine inspecting frequency maps sliced by different interesting dimensions.

What are the dude-iest words?

What are the blackest words?

Is the language used to describe the work of various cohorts... different?
More importantly, do you want the same language to be used to describe the same work?

This isn't about trying to change your worldview. This is about *you* confirming to *yourself* that the world on your team really is as you want it to be.
One level deeper...

Imagine making a similar map for feedback that *you* have given to your peers.

Do you describe the work of your peers differently based on their cohort? Again, more importantly, do you want to? Or do you want to use the same language to describe work?
What if, for example, you noticed that you were much more likely to use the words, "communication" or "presence" when you were giving feedback about non-US born co-workers?

How would you convince yourself (or disprove!) that in your specific context, that this is OK?
Even deeper. N-grams.

"assertive" vs "too assertive"

"ready" vs "not ready for"

"launched" vs "helped launch"

"works really hard"

"needs to"

"not approachable"

"not helpful"

"show initiative"

"lacks complexity"

"she didn't"
management  leadership  workculture  twitterthread  inclusion  bias  sexism 
6 weeks ago by dirtystylus
Our Simple Trick to More Effective UX Design Project Leadership
They ended up with these 12 questions that best predicted manager effectiveness:

Do you know what is expected of you at work?
Do you have the equipment and materials to do your work right?
At work, do you have the opportunity to do what you do best every day?
In the last 7 days, have you received recognition or praise for doing good work?
Does your supervisor, or someone at work, seem to care about you as a person?
Is there someone at work who encourages your development?
At work, do your opinions seem to count?
Does the mission of your company make you feel your job is important?
Are your fellow employees committed to doing quality work?
Do you have a best friend at work?
In the last 6 months, has someone at work talked to you about your progress?
In the last year, have you had opportunities to learn and grow?
by:jaredspool  management  leadership 
12 weeks ago by dirtystylus
Matt Klein on Twitter: "Last week I sat for an internal interview about my career progression to high level IC engineer, with a focus on how I've never felt I needed to become a manager to gain influence. I thought I would share some of my career advice f
Last week I sat for an internal interview about my career progression to high level IC engineer, with a focus on how I've never felt I needed to become a manager to gain influence. I thought I would share some of my career advice for aspiring IC "lifers." Thread!

When asked for IC career advice the first thing I always say is: YOU grow your career and influence. Not management, not the company, YOU. This means constantly advocating for ways to grow: subjects to learn, projects with increased scope, and sometimes new teams or companies.

This also means "managing up" is critical. Don't assume your manager is acting in your best interest. Hopefully they are (when your interests *and theirs* align), but sometimes they aren't, and it's important to recognize that early and correct it, or eject if it's not fixable.

The job market for engineers has never been better. DO stay in a job if you are growing, learning, increasing your scope, and generally happy.

Do NOT stay in a job solely to get a promotion or more money, or if you are hungry for more growth, but finding it difficult to carve out opportunities. In these cases, consider switching jobs as a way to fast track your growth with less politics.

Speaking of promotions, the last time I got one was back in my early 20s. I have never seen a promotion process that is not subjective, political, and biased (I say this as a privileged white male, I shudder to think how others fare).

If you are growing in your abilities and generally happy at a job, and a promotion is a side effect, that's great. If your growth is stalled, consider switching jobs, and you will very likely get a promotion and more money, with less political heartache.

I recognize that not everyone can easily move jobs whether due to finances, visas, health, family, etc. and that it's a privilege to be able to do so. If you do have the ability, it provides a significant amount of flexibility and leverage to keep your career growing.

At higher IC levels, you will generally need to choose between focusing on "breadth" versus "depth." Breadth means having wide influence over the technical direction of a business. This typically requires staying at a company for a long time to build context/relationships.

Depth means working towards becoming an industry expert in a specialized field. I have chosen to become a depth IC. It's what I enjoy and I also think it allows for more job flexibility and leverage per above.

Finally, I will reiterate how critical networking and building relationships on the job is. Every job I have moved to (save 1) has been via previous colleagues. Finding people you like working with and for, and moving through the industry with them can be a great growth tactic.

Let's come back to the original subject of the interview which was influence as an IC vs manager. Influence is poorly defined, and situationally dependent, but to me it boils down to scope of impact.

At the highest levels, having large impact as an IC universally requires excellent technical and communication skills. Breadth ICs achieve large impact via cross org relationship building and technical leadership based on intimate knowledge of a business.

Depth ICs achieve large impact via company or industry leadership in a specialized field, therein advancing the state of the art, and having wide impact via novel technological outcomes.

^ requires finding the right opportunity that lets you visibly demonstrate your technical prowess to a wide audience. Determination and job switching if necessary helps, but luck is also a factor (i.e. I was in the right place at the right time with Envoy and executed well).

One last thing: don't let anyone tell you that the tech/engineering is the easy part. It's not. It's hard. Soft skills are also hard. It's ALL hard, and both are required to succeed.

In summary: focus on personal growth, learning, and relationships. Advocate for yourself relentlessly. Think about impact via breadth versus depth. Stay an IC If you like it. If switching teams or jobs helps realize your goals, and you have the ability to do so, make the leap.

P.S. It seems that "IC" is not a common term everywhere. It means individual contributor. Someone who has no direct reports and is not a people manager.
career  techculture  management  leadership  interview  via:polotek  by:mattklein  twitterthread 
may 2019 by dirtystylus
Article Group on running an agency
(8) Didn’t invest enough in project management at the beginning

I know, I know, I know! What a goof. We fixed this quickly. Still embarrassing to admit! 😬 😬 😬
twitterthread  management  agency  leadership  projectmanagement  teambuilding  articlegroup 
april 2019 by dirtystylus
MeToo impact: Male managers are avoiding women rather than reckoning with harassment.
In a recent report from the New York Times, male managers attending the annual meeting of the World Economic Forum in Davos, Switzerland disclosed that rather than attempt substantive institutional change, their method of reducing the risk of sexual misconduct was “simply minimizing contact between female employees and senior male executives” in their companies.
mentoring  management  sexism  metoo  workculture  leadership  equity  women 
january 2019 by dirtystylus
Kate Leth on Twitter: "Ha ha, ha ha… "
There is no abusive “genius”
who could not be replaced
by someone who isn’t shitty
humor  management  leadership  workculture 
january 2019 by dirtystylus
Do leadership, don’t learn it. – Matthew Cook – Medium
Get people talking. Collaboration can’t truly happen if your team is silo-ed, and becoming the conduit for that collaboration is a key element of leading. The ability to understand who’s not talking, whether it’s necessary that they do talk, and then facilitating the conversation is invaluable.

Teach your teammates. Many people balk at this one: If I’m not the leader and don’t have the most experience, what business do I have teaching other teammates? Shouldn’t someone else do that? No! Teaching isn’t only about the transfer of information from one person who knows a lot to another person who doesn’t. It’s about research, communication skill, encapsulating and contextualizing information for others, and then effort — putting in the time to bring someone else along. In fact, teaching others is a proven way to become better, yourself.
teamwork  leadership  communication  agile  management  mentoring 
june 2018 by dirtystylus
A theory of nonscalability | A Working Library
If you define scalability as the solitary success metric, then you are bound to ignore—or violently overcome—all other measures. So another place to begin to build a theory of nonscalability might be to ask by what other metrics we should measure progress.
scalability  via:aworkinglibrary  hiring  techculture  management  leadership 
july 2016 by dirtystylus

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