We see managers…
● Estimate work on behalf
of the team
● Proactively identify and
remove roadblocks
● Ensure their team sets OKRs
● Help engineers level up by giving
them new responsibilities and
challenges
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We might not see managers...
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We might not see managers...
● Have difficult conversations
● Understand team dynamics,
strengths and weaknesses
● Understand team members’
career goals and help them to
succeed
● Create/maintain an open and
inclusive team culture
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In fact, MOST of managers’
work is invisible
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This is one reason why
switching to management
can feel intimidating.
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1. Common skills managers need
2. Deep dive into 2 of those skills
3. How to get the support you need
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Day-to-day
management skills
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1
Helping
teammates
grow
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Helping
teammates
grow
Owning/
executing/leading
product area
1 2
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Helping
teammates
grow
1 2
Sculpting
team culture
3
Owning/
executing/leading
product area
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Helping
teammates
grow
1 2
Sculpting
team culture
3
Representing/
shaping
organization overall
4
Owning/
executing/leading
product area
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Helping
teammates
grow
1 2
Sculpting
team culture
3 4
Representing/
shaping
organization overall
Owning/
executing/leading
product area
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Helping
teammates
grow
1 2
Owning/
executing/leading
product area
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Helping our
teammates grow
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Mentoring
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Mentorship:
Giving advice, based on
your experience
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Coaching
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open
questions
reflection
+
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The power of
open questions
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The best open questions
start with “what”
● What’s important about this?
● What’s hard about this?
● What does success look like?
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Reflections
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● Can I reflect back what I’m
hearing you say?
● Here’s what I know to be
true about you.
● Let’s reflect on where you
were this time last year.
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Opportunity Matching
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Belonging: sense of community, kinship,
connection
Improvement/Progress: progress towards
purpose, goals, growth
Choice: flexibility, autonomy, decision-making
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Equality/Fairness: everyone is treated equally,
decisions are fair
Predictability: certainty about resources, timing,
direction, and changes
Significance: status, visibility, recognition
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complete
the work
develop
the individuals
+
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complete
the work
develop
the individuals
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"The great leaders are like the best conductors.
They reach beyond the notes to
reach the magic in the players."
—Blaine Lee, science fiction author
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develop
the individuals
complete
the work
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Opportunity Matching =
Critical Thinking
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1 2
3 4
Helping
teammates
grow
Sculpting
team culture
Representing/
shaping
organization overall
Owning/
executing/leading
product area
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Manager Crew
(Manager Voltron!)
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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
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Lean on your Manager Voltron:
● Teach you new skills
● Give you feedback
● Give you gut-checks
● Coach you
● Set and measure your career goals
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Next steps:
1. Match teammates to opportunities
2. Experiment with coaching
3. Build your Voltron/crew of support