Can you expand a bit on exactly how you went about creating PoCs as a CTO? What was the desired outcome from the PoC? Was it working software or was it an entirely throwaway piece or work that enabled increased knowledge and understanding?
Great read. I'd wager 80% of Eng ICs haven't had a great people manager yet, which has a couple implications:
1. Rare to observe the ROI of a good people manager --> not valued)
2. Rare to have a good role model to emulate when you move into leadership --> problem doesn't get smaller
3. If leaders spend more than 50% of their time on people results, they're less likely to get promoted (preserves the rarity of the IC experience)
In those scenarios where people leadership is clearly the gap, what tactics do you employ to convince senior leaders when don't see that as a currency?
Yes, The real question to manager is: What does your team need from you right now?
Indeed, this is the correct approach!
Can you expand a bit on exactly how you went about creating PoCs as a CTO? What was the desired outcome from the PoC? Was it working software or was it an entirely throwaway piece or work that enabled increased knowledge and understanding?
Your posts help me to validate, and unclutter my thought processes. Thank you.
Great read. I'd wager 80% of Eng ICs haven't had a great people manager yet, which has a couple implications:
1. Rare to observe the ROI of a good people manager --> not valued)
2. Rare to have a good role model to emulate when you move into leadership --> problem doesn't get smaller
3. If leaders spend more than 50% of their time on people results, they're less likely to get promoted (preserves the rarity of the IC experience)
In those scenarios where people leadership is clearly the gap, what tactics do you employ to convince senior leaders when don't see that as a currency?
Maybe a great topic for a post ☝️
Coach Brian