Demystifying Management

245cee81a9c424266e5e401d844ea881?s=47 Lara Hogan
April 25, 2018

Demystifying Management

When you switch from an individual contributor role to a manager role, you might find yourself floating in a sea of uncertainty. What does success look like as a manager? How can you know if you’re doing a good job or not, with such a long feedback loop between your actions and their outcome? In this workshop, we’ll start to demystify management by talking tactics, articulating what you uniquely bring to management, and demonstrating how you can best support your direct reports. We’ll cover:

- Coaching, mentoring and sponsoring, and when to use each as a manager
- Identifying your management philosophy and expectations for your team
- Growing your teammates through feedback
- Navigating your team through uncertainty and surprising emotions
- Developing an internal barometer of success, and a network you can lean on as you grow

During each stage of the workshop, Lara leads the attendees through group exercises to practice skills like coaching, giving feedback, and goal-setting. Lara will also provide worksheets and plenty of resources for attendees to continue to grow and learn after the workshop.

245cee81a9c424266e5e401d844ea881?s=128

Lara Hogan

April 25, 2018
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Transcript

  1. Demystifying Management Lara Hogan @lara_hogan larahogan.me/demystifying-management/

  2. Management is a blend of mentoring, coaching, and sponsoring Lara

    Hogan • Demystifying Management
  3. Mentoring

  4. None
  5. Mentorship: Giving advice, based on your experience

  6. “Advice is just one thing a mentor gives. There are

    residual benefits from visible proximity and tangential relationships to be gained.” Kristy Tillman, Slack Head of Communication Design
  7. Being a responsible mentor

  8. Honesty Flexibility Reciprocity Active listening Mutual respect Personal connection Shared

    values Qualities of a successful mentor relationship:
  9. Coaching

  10. “The spirit of coaching is helping a person dump out

    their box of legos to help them find the two pieces they’ve been looking for together” -Paloma Medina
  11. open questions reflection +

  12. The power of open questions

  13. The best open questions start with “what”

  14. Reflections

  15. • Can I reflect back what I’m hearing? • I’m

    going to reflect what I know to be true about you. • Let’s reflect on where you were this time last year.
  16. You don’t need prior experience, or even any idea about

    someone’s universe to coach them.
  17. Getting curious and actively listening

  18. Level 1: Internal Listening

  19. Level 2: Focused on the other person

  20. Level 3: Whole environment

  21. The #1 “recent trick” I hear during icebreakers is the

    power of silence during 1:1s
  22. Sponsoring

  23. None
  24. Illustration by Catt Small

  25. “Mentors give perspective, sponsors give opportunity.” Cate Huston, Mobile Lead

    at Automattic
  26. None
  27. The dashboards are slow today. Is there someone who knows

    how to fix that? Oh, Max fixed our dashboards before. Maybe ask them? Sara’s also been doing a lot of perf work recently. Ask her too?
  28. Center for Talent Innovation

  29. Center for Talent Innovation

  30. A sponsor confers a statistical career benefit from 22%–30% Center

    for Talent Innovation
  31. Being a sponsor

  32. Marginalized people are over-mentored, and under-sponsored

  33. With a sponsor, women are • 70% more likely to

    have their ideas endorsed • 119% more likely to see them developed • 200% more likely to see them implemented
  34. What can you do?

  35. Examples of sponsorship as a manager or leader: • Give

    promotions and raises • Give visible/public recognition • Assign tasks and projects • Suggest they do blog posts, company talks, open source work
  36. What’s the purpose of a 1:1 with your direct reports?

  37. Manager Disseminate information Develop a relationship Identify goals/ career trajectory

    Unblock them Get status updates
  38. Manager Direct Report Disseminate information Hear rumors, news, strategy Develop

    a relationship Does my manager care about me? Identify goals/ career trajectory I want to keep growing my skills Unblock them Get status updates I might need help getting unblocked
  39. Manager Direct Report Disseminate information Hear rumors, news, strategy Context

    Develop a relationship Does my manager care about me? Trust Identify goals/ career trajectory I want to keep growing my skills Growth Unblock them Get status updates I might need help getting unblocked Problem Solving
  40. Context 5-10%

  41. Context Wrap-up 5-10% 5-10%

  42. Context Trust Growth Problem Solving Wrap-up 5-10% 5-10% 80-90% How

    to spend each 1:1
  43. Context Wrap-up Trust, Growth, Problem Solving:

  44. Context Wrap-up Trust, Growth, Problem Solving:

  45. Debrief: Mentoring, coaching, sponsoring

  46. Managing energy drain (and feel some success!) Lara Hogan •

    Demystifying Management
  47. Flickr: statelyenglishmanor

  48. IC ⇨ Manager

  49. Flickr: simontingle

  50. You Direct Report Thing you never see Management is high

    latency!
  51. • “I don’t feel productive like I used to” •

    “My manager isn’t really supporting me” • “I can’t tell what success looks like” • “I have no idea how to learn this stuff”
  52. Manager crew (Manager Voltron!)

  53. Growing your crew

  54. Be on the lookout for people who: • will push

    you out of your comfort zone • have different levels of experience than you (both more experience, and less experience) • have experience in a different industry • are good at the things that you’re terrible at
  55. 1. Do great work 2. Find someone who knows your

    work 3. Know how you want to grow 4. Keep them updated
  56. 1. Do great work 2. Find someone who knows your

    work 3. Know how you want to grow 4. Keep them updated
  57. 1. Do great work 2. Find someone who knows your

    work 3. Know how you want to grow 4. Keep them updated
  58. 1. Do great work 2. Find someone who knows your

    work 3. Know how you want to grow 4. Keep them updated
  59. 5. Give back!

  60. Lean on your Manager Voltron for goal-setting, goal-measuring, and feedback.

  61. Manage your energy drain

  62. 1. Defrag your calendar 2. Delegate messy and unscoped projects

    3. Say no
  63. Color-code your calendar based on the kind of energy you’re

    using
  64. None
  65. Analyze: • How much context-switching you’re doing each day •

    How much you’re drained at the end of each day
  66. Defrag based on that analysis

  67. Decide when to do it (or delegate it) Do it

    now! Say no Delegate it Urgency Importance
  68. Decide when to do it (or delegate it) Do it

    now! Say no Delegate it Urgency Importance
  69. images.containerstore.com/medialibrary/pdf/tips/gorgeousGiftPresentation.pdf

  70. Decide when to do it (or delegate it) Do it

    now! Delegate it messy and unscoped Say no Delegate it Urgency Importance
  71. A messy, unscoped project: • hones folks’ problem-solving abilities, •

    forces them to lean on more people around them, and • stretches them far faster into new leadership skill sets
  72. Gift-wrapped version Create a case study about... Measure these metrics...

    Present it at... Run it by... Flickr: Vincent_AF
  73. Bare-bones version Just make this thing... and get other people

    to care about it. Flickr: z287marc
  74. Just right Here’s what success looks like… Here’s who your

    stakeholders are... And here’s a pro tip... Flickr: 30478819@N08
  75. • Tell them how and in what medium you will

    support them • Tell them that you expect this to be a stretch for them (and that’s the point) • Release yourself from decision-making
  76. None
  77. Say no

  78. Decide when to do it (or delegate it) Do it

    now! Say no Delegate it Urgency Importance
  79. • What does my Manager Voltron think I should say

    no to? • What do my reports think I should say no to? • What are things I spend time on that don’t match my goals or roadmap? • What things do you even avoid delegating to your reports, because it doesn’t feel worth their time?
  80. None
  81. Give yourself permission to not check in on your progress

    for a bit
  82. What was a recent ‘Hulk’ moment?

  83. Brain Chemistry

  84. None
  85. None
  86. Don’t worry, I got this!

  87. Core Needs 6 palomamedina.com/biceps/

  88. Belonging Community, connection 1

  89. Flickr: whisperwolf

  90. Improvement/ Progress Progress towards purpose, improving the lives of others

    2
  91. Choice Flexibility, autonomy, decision-making 3

  92. Equality/Fairness Access to resources & info, equal reciprocity 4

  93. Predictability Resources, time, direction, future challenges 5

  94. Significance Status, visibility, recognition 6

  95. Belonging Improvement/Progress Choice Equality/Fairness Predictability Significance

  96. Humans are bad at feedback

  97. We can get better at giving and receiving feedback.

  98. Good feedback is specific and actionable.

  99. Feedback equation

  100. observation of a behavior impact of behavior question or request

    + +
  101. Create space.

  102. Ask about your reports’ preferred feedback medium and timing

  103. Remember to give positive feedback too!

  104. Prep your own brain to receive feedback.

  105. None
  106. Setting Expectations Lara Hogan • Demystifying Management

  107. Groups of humans are amazing

  108. None
  109. Forming

  110. Forming Storming

  111. Forming Storming Norming

  112. Forming Storming Norming Performing

  113. Forming Storming Norming Performing

  114. Set* expectations to improve predictability and stability * and in

    the future, iterate on
  115. Predictability: What can someone joining the team expect their day

    to look like? What should they expect their teammates to be doing?
  116. Stability: What do you as a manager value? How do

    you think about and approach managing the team?
  117. Your team knows what behaviors are healthy It’s easier to

    give feedback when behaviors fall outside those expectations
  118. You’ve clarified what your team should expect of you It’s

    easier to give feedback when behaviors fall outside those expectations
  119. “If [your teammates] know what you believe and expect as

    manager, folks will feel more confident that any behaviour of yours that’s not aligned is likely unintended and something you’d be eager to hear about and fix.” - Katie Womersley
  120. Manager README “The less that is implied or mysterious about

    you, the safer and more trusting others will feel” - Katie Womersley
  121. What can your direct reports expect of you?

  122. Managers who report to me should expect of me: •

    Routine feedback, related to career progression • I’ll try to unblock you from problems you’re working on • I’ll share my worldview and what I’m working on, so you have broader context • A weekly 1:1 with you • Skip-level 1:1s with your direct reports
  123. Hold me accountable

  124. What do you expect of your teammates?

  125. You may have expectations about: • How they approach problems

    • How they communicate • How they hold others accountable (including you!) • How they treat their teammates
  126. Managers who report to me: • Give me a heads

    up when your spidey sense is going off • Have weekly 1:1s with your reports; be explicit about their career progression and feedback. • Routinely reach out to your team’s stakeholders. • Develop a peer network for yourself. • Demonstrate a healthy work-life balance.
  127. Focus on outcomes Get curious about (and prioritize) what their

    needs are
  128. Repeat these throughout your reporting relationship • During 1:1s •

    When giving feedback • When setting goals • When hiring someone new
  129. How will you be held accountable?

  130. There’s an inherent power dynamic

  131. “Is there anything I can be doing differently or better?”

  132. “Here are some avenues to give me feedback; choose whichever

    feels most comfortable”
  133. With your mouthwords: • Acknowledge the power dynamic • Acknowledge

    whenever you’ve messed something up • Acknowledge when you’re going to miss the expectations you set
  134. Management/Leadership Philosophies

  135. “Humans already have the answer(s) inside themselves; I help find

    them.” - me
  136. “Optimize for long term relationships.” - Jason Wong, Senior Director

    of Engineering
  137. “People do what makes sense to them, so most problems

    can be solved by providing additional context” - Rafe Colburn, Senior Director of Engineering
  138. “Strong back, open heart.” - Jerry Colonna, who introduced it

    to... - Chad Dickerson, former CEO, now coach
  139. "The strength of the team is each individual member. The

    strength of each member is the team." - Phil Jackson, former head coach of Chicago Bulls - also Jill Wetzler, Director of Engineering
  140. First 1:1 Questions

  141. None
  142. Document + share your readme with your reports. Iterate as

    you learn more!
  143. Team charters and docs

  144. VMSO Vision, Mission, Strategy, Objectives

  145. Vision: The dream; a team's true north. Mission: Overarching objective

    of the organization. Strategy: How an organization navigates its competitive landscape to achieve its objectives. Objectives: Measurable goals aligned with mission and strategy.
  146. None
  147. Document: • Team meeting cadence and purpose • Team Slack

    channels and email lists, and their purpose • Work hours expectations • Team ground rules (“stay curious!”) • Teammate roles and responsibilities
  148. Communication Guides: • whole-team-example@etsy.com for emails that should go to

    all managers and engineers within Product Infrastructure (rare!) • whole-team-managers-example@etsy.com for emails that should go to all eng managers within Product Infra (rare!) • For individual teams, check out the Product Infrastructure teams communication guide
  149. None
  150. Meeting Description Who should come Meeting Goals Ground rules Timing

  151. None
  152. Product Manager owns the story of “what” Tech Lead owns

    the story of “how” Product Manager + Tech Lead scope and estimate project work
  153. Responsible Accountable Consulted Informed

  154. Responsible: TL + EM Accountable: EM Consulted: Teammates, PM, Director

    Informed: Everyone else
  155. Treat those as living documents.

  156. Open Q&A! You can always email me: lara@where-with-all.com This workshop’s

    slides and resources: larahogan.me/workshops/setting-expectations/