(2017 - 1/9) New Manager Death Spiral

5d5a6bf8c3a2bae2c5e4d972921cf33d?s=47 Calibrate
September 29, 2017

(2017 - 1/9) New Manager Death Spiral

Calibrate 2017 (1/9) - https://www.calibratesf.com/

"New Manager Death Spiral" - Michael Lopp, Slack, VP of Engineering

https://www.youtube.com/watch?v=rClwWhRCcao&index=1&list=PL8iMj9kx_ykTSWpvKj0oBuHYSR6eA9fnu

Michael is a Silicon Valley-based engineering leader who builds both people and product at companies such as Borland, Netscape, Palantir, and Apple. While he's not worrying about staying relevant, he writes about pens, bridges, people, poker, and werewolves at the popular weblog, 'Rands in Repose'. He currently works as the VP of Engineering at Slack in San Francisco.

https://twitter.com/rands

Calibrate is a conference for new engineering leaders hosted by seasoned engineering leaders. Organized and hosted by Sharethrough, it was conducted on September 30, 2015, September 30, 2016 and September 29, 2017 in San Francisco, California.

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Calibrate

September 29, 2017
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Transcript

  1. 1.
  2. 3.

    and well- trained instincts aren’t doing you many favors. 


    Your good intentions, Bad news. prior training,
  3. 10.

    Your job isn’t to 
 get things done, it’s to

    
 get things done at scale. New Manager Death Spiral
  4. 11.

    2: “I can do it all myself. I’m 
 in

    control because I’m the Boss.” New Manager Death Spiral
  5. 14.

    “We didn’t understand that this portion of the project was

    more important, so we started over here which, in hindsight, was clearly the wrong place to start.” Them
  6. 15.

    You think “It’s obviously the wrong place to start. If

    I were running this project, we wouldn’t be in this situation.”
  7. 16.

    You “I can do it all myself. I am in

    control because I’m the Boss.”
  8. 23.
  9. 24.
  10. 29.

    Let others change your mind. Augment your obvious and non-obvious

    weaknesses with a diverse team. New Manager Death Spiral
  11. 30.

    New Manager Death Spiral Let others change your mind. Augment

    your obvious and non-obvious weaknesses with a diverse team. Delegate more than is comfortable.
  12. 31.
  13. 32.
  14. 35.