Things I Wish I Knew When I Became a Manager
summary
Concrete mistakes and fixes for new managers across three areas: managing teams, managing individuals, and managing yourself. Expect recurring pain from terrible HR tooling, learn to stop staying tactical and start writing an elevator pitch for the team, run regular one-on-ones to map career goals, and delegate to develop backups. Real examples include a bungled team transfer that fractured trust, taking on ownership of someone’s performance instead of setting expectations, and recommending the Crucial Conversations framework for hard talks.
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chapters (8)
- 0:00Introduction
- 2:07First days weeks months
- 9:13Elevator pitch for team
- 11:59Managing individuals
- 17:41Performance conversations
- 21:30Manager well-being
- 24:42Support network
- 25:59Q&A
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