Managing authentically across levels
summary
Give engineers the same goal alignment but different responsibilities and adapt management by seniority: juniors get weekly feedback and rapidly shifting goals with lots of hands‑on coaching; midlevels get autonomy and let them fail in low‑risk experiments to build experience; seniors get scheduled time to scope unknowns and regular advocacy; staff/principals collaborate on technical and organizational solutions. Vary formats — from agendas to one‑on‑ones that walk — and call out mood and team energy quickly.
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chapters (7)
- 0:00Authentic management intro
- 1:03Defining authenticity
- 2:29Engineers as peers feedback
- 3:58Team energy and moods
- 5:04Adapting management style
- 6:48Tailoring by experience
- 11:23Recap authentic leadership
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