Managing At My Worst and At My Best
It is always a negotiation: This week on Track Changes, Paul and Rich discuss how to be a good manager and leader of people. We compare past experiences we’ve had as managers at our worst and best selves, and what we’ve learned from them (Tip: do not passive aggressively go in!). We discuss the importance of building a culture of speed and execution from the beginning, and how to foster conversation around timelines and scope. Paul and Rich also give tips on how to push back on a manager’s demands, in the right way. Rich— 2:11: “Consensus and discussion and dialogue around decisions are really important. But as a leader, sometimes you actually want to apply a little pressure … and applying that pressure means there is less dialogue.” Paul— 7:26: “You are always caught between do I mentor this person and give them a model of thinking that they can apply or do I tell them what I need to get done and assume that they will figure it out later.” Paul— 13:21: “It really is a negotiation. I