So you want to be a Manager?!

People often say that they want to “get experience managing" and think the only way to do so is by getting “direct reports”. This is particularly problematic because it is very rarely effective to move someone into a manager role unless they will be getting 3+ reports (otherwise they’re stuck in the incredibly difficult player-coach role).

When people want to manage, the message should be that they first need to develop the "high impact" skills that managers need before taking on the actual day-to-day management of people. Given the cross-functional nature of our company, there are countless opportunity to work on the skills they will need. However, only be excelling in many of these should they expect to be moved into those roles

The below is cobble together from many sources but much of the language comes from: this book  which I like (it's basically the business adaption of the research by the guy who wrote Peak, which is who Gladwell took (and then mangled) the “10K hours” concept, this old Rob favorite and a few others. The particular source is less important however as the content is fairly broadly consistent.

- Taking accountability for mindset - Maintaining a positive, growth mindset and avoiding blaming others can be difficult, but it’s the only way to continually solve new challenges and continue to grow. Believing that YOU can help the team and company solve our problems and taking accountability to do so is the surest way to keep developing as a leader.

- Driving results of teams - Whether an IC or a manager, everyone has a part in making a team effective in driving results. It’s great if everyone is getting along, but this alone doesn’t guarantee output. Dealing with hard problems and getting alignment on how to accomplish things sits with everyone on the team, regardless of position. You’ll only get more leverage as you gain credibility and grow into a manager

- Active Listening and Receiving Feedback - this is the path to growth. Be ok getting pushed out of your comfort zone.

- Giving feedback - Manage up! Take accountability and make sure your manager is taking time to help you learn and grow, and doing so effectively. If not, give feedback to them or their manager.

- Give continuous feedback to your peers (using the SBI model) to help them grow and develop their areas. It is a difficult skill to learn (esp without triggering defensiveness) but the key part to becoming an excellent manager

- Learn how to give feedback and influence people who are in manager and exec roles. This will be key part of your job as a manager too

- Public speaking - All speaking is public. The size of your audience shouldn’t markedly change how you communicate. This means every meeting is a chance to improve your skills. We will follow up with a basic framework on how to do so.

- Prioritizing goals - Developing a strategic company-wide view and start focusing on the most important things that you and your team can do to improve the company.

- Recruiting - Both determining good candidates and convincing them to join is on everyone in the recruiting process. Learn how to discern people who will be successful @ Extend and how our company can fit into their personal journey. This is obviously a key to success as you become a manager, but something that personally benefits you the minute that person starts.

- Onboarding - Signing new people is great, but we only really benefit when those folks get up to speed both from a technical, process AND cultural perspective. The faster they get integrated into the team, the more likely they are to be successful AND happy. ICs have a special ability to contribute here as they were more likely to have gone through the same experience (with all its challenges) early on. Plus, they can now give some of their projects to others to focus on new things!

- Inspire the team - We have inspiring coworkers all around us. Think of peers who inspire you . It’s not just execs and managers who make people want to come to work every day - it’s’ also their peers. Be someone who makes those around you excited to  come to work.

- The meta skill: Learning how to “practice” or develop one’s leadership skills on your own - You have countless opportunities throughout the to “deliberately practice” your leadership skills. Try to embrace these as opportunities to do so and reflect on your success on a daily basis in order to grow as quickly as possible