313. The Role of a Manager

What are the most important things a What are the most important things a manager should be focused on? Being a manager should be focused on? Being a manager should be focused on? Being a manager isn't just telling people what manager isn't just telling people what manager isn't just telling people what to do. Management at every level will to do. Management at every level will to do. Management at every level will have different responsibilities and have different responsibilities and have different responsibilities and different companies treat managers different companies treat managers different companies treat managers differently. However, I think there are differently. However, I think there are differently. However, I think there are five key things that every manager five key things that every manager five key things that every manager should be doing for their team. Let's should be doing for their team. Let's should be doing for their team. Let's talk about it in today's episode of Dev talk about it in today's episode of Dev talk about it in today's episode of Dev Questions. Software development is more than just Software development is more than just writing code. So, let's talk about the writing code. So, let's talk about the writing code. So, let's talk about the rest of it. Specifically, let's talk rest of it. Specifically, let's talk rest of it. Specifically, let's talk about the five things every manager about the five things every manager about the five things every manager should do for your team. should do for your team. should do for your team. Now, to be clear, these aren't the only Now, to be clear, these aren't the only Now, to be clear, these aren't the only tasks a manager needs to do, but I think tasks a manager needs to do, but I think tasks a manager needs to do, but I think these are the most important things a these are the most important things a these are the most important things a manager should be doing. And while I'll manager should be doing. And while I'll manager should be doing. And while I'll approach this from the perspective of approach this from the perspective of approach this from the perspective of software development, these really do software development, these really do software development, these really do apply to managers everywhere at every apply to managers everywhere at every apply to managers everywhere at every level. So, number one, I think the level. So, number one, I think the level. So, number one, I think the one of the biggest things a manager one of the biggest things a manager one of the biggest things a manager should do is remove blockers. Now, should do is remove blockers. Now, should do is remove blockers. Now, when you look at management, you start when you look at management, you start when you look at management, you start thinking about what does a manager do, thinking about what does a manager do, thinking about what does a manager do, too often you think that management is too often you think that management is too often you think that management is about being better or somehow the next about being better or somehow the next about being better or somehow the next level up means they're more important.

level up means they're more important. level up means they're more important. But, the reality is managers But, the reality is managers But, the reality is managers [clears throat] [clears throat] [clears throat] are there to support the people are there to support the people are there to support the people underneath them. That's their whole job. underneath them. That's their whole job. underneath them. That's their whole job. That's the reason they exist. They don't That's the reason they exist. They don't That's the reason they exist. They don't actually do the work. They just do the actually do the work. They just do the actually do the work. They just do the support role. So, management is a support role. So, management is a support role. So, management is a support role, not a support role, not a support role, not a primary role. primary role. primary role. So, when you think about what your job So, when you think about what your job So, when you think about what your job is as a manager, number one is to remove is as a manager, number one is to remove is as a manager, number one is to remove those blockers. So, if your team, if those blockers. So, if your team, if those blockers. So, if your team, if someone on your team is blocked up, they someone on your team is blocked up, they someone on your team is blocked up, they cannot do their job, cannot do their job, cannot do their job, and it's because of something that you and it's because of something that you and it's because of something that you can solve, solve that for them. So, this can solve, solve that for them. So, this can solve, solve that for them. So, this could be simple, it could be could be simple, it could be could be simple, it could be complicated, it could be, you know, for complicated, it could be, you know, for complicated, it could be, you know, for example, maybe a a software developer is example, maybe a a software developer is example, maybe a a software developer is looking to fix a bug, but the person who looking to fix a bug, but the person who looking to fix a bug, but the person who submitted a bug isn't responding back to submitted a bug isn't responding back to submitted a bug isn't responding back to that person. There's, you know, the that person. There's, you know, the that person. There's, you know, the developer's saying, "Hey, I can't developer's saying, "Hey, I can't developer's saying, "Hey, I can't replicate this. Can you tell me more replicate this. Can you tell me more replicate this. Can you tell me more about this information about this about this information about this about this information about this situation?" And situation?" And situation?" And just crickets. You don't hear anything.

just crickets. You don't hear anything. just crickets. You don't hear anything. Well, a manager's job is if the software Well, a manager's job is if the software Well, a manager's job is if the software developer can't get that unblocked, they developer can't get that unblocked, they developer can't get that unblocked, they cannot get information back, or maybe cannot get information back, or maybe cannot get information back, or maybe it's systemic from a certain department it's systemic from a certain department it's systemic from a certain department where they submit high-priority tickets, where they submit high-priority tickets, where they submit high-priority tickets, but they never respond, then it's a but they never respond, then it's a but they never respond, then it's a manager's job to go talk to that manager manager's job to go talk to that manager manager's job to go talk to that manager and say, "Hey, can we facilitate getting and say, "Hey, can we facilitate getting and say, "Hey, can we facilitate getting this thing done? We want to help you, this thing done? We want to help you, this thing done? We want to help you, but you got to help us help you, right?" but you got to help us help you, right?" but you got to help us help you, right?" Simple example. There can be other ones Simple example. There can be other ones Simple example. There can be other ones as well. Maybe there's, you know, things as well. Maybe there's, you know, things as well. Maybe there's, you know, things that have to come from higher-ups, or that have to come from higher-ups, or that have to come from higher-ups, or there has to be, you know, decisions there has to be, you know, decisions there has to be, you know, decisions made at a higher level. Well, your job made at a higher level. Well, your job made at a higher level. Well, your job as a manager is to make sure those as a manager is to make sure those as a manager is to make sure those things happen so your team has the things happen so your team has the things happen so your team has the ability to get the job done. If your ability to get the job done. If your ability to get the job done. If your team needs something, you need to figure team needs something, you need to figure team needs something, you need to figure out how to make sure that happens so out how to make sure that happens so out how to make sure that happens so they can do their work. Because your they can do their work. Because your they can do their work. Because your team's job is to do the work. So, team's job is to do the work. So, team's job is to do the work. So, therefore, therefore, therefore, when your team isn't doing the work, when your team isn't doing the work, when your team isn't doing the work, they're not being successful, and that's they're not being successful, and that's they're not being successful, and that's your job is to help make them your job is to help make them your job is to help make them successful. Now, if you're a manager of successful. Now, if you're a manager of successful. Now, if you're a manager of managers, well, managers, well, managers, well, you're you're both higher up in the you're you're both higher up in the you're you're both higher up in the corporate ladder and even more of a corporate ladder and even more of a corporate ladder and even more of a support role than before, because now support role than before, because now support role than before, because now you're supporting managers who are you're supporting managers who are you're supporting managers who are supporting the people who are doing the supporting the people who are doing the supporting the people who are doing the work. Um you're farther and farther work. Um you're farther and farther work. Um you're farther and farther removed from the actual work being done.

removed from the actual work being done. removed from the actual work being done. It gets harder and harder, but your job It gets harder and harder, but your job It gets harder and harder, but your job is to remove blockers. is to remove blockers. is to remove blockers. Number two, Number two, Number two, your job is to push you is to push your your job is to push you is to push your your job is to push you is to push your people forward in their career. So, people forward in their career. So, people forward in their career. So, when you look at your team, you when you look at your team, you when you look at your team, you shouldn't look at your team as, "Hey, I shouldn't look at your team as, "Hey, I shouldn't look at your team as, "Hey, I have five cogs. I want those five cogs have five cogs. I want those five cogs have five cogs. I want those five cogs to just work." to just work." to just work." Because you want your team, who is doing Because you want your team, who is doing Because you want your team, who is doing the job, to do it better over time. the job, to do it better over time. the job, to do it better over time. That's That's the goal. Is your Your That's That's the goal. Is your Your That's That's the goal. Is your Your goal is see them do it better over time, goal is see them do it better over time, goal is see them do it better over time, which also means that you're investing which also means that you're investing which also means that you're investing in their career because you want to see in their career because you want to see in their career because you want to see them succeed. them succeed. them succeed. And this is And this is And this is There's a weird balance here because There's a weird balance here because There's a weird balance here because some companies only want to focus on how some companies only want to focus on how some companies only want to focus on how do you provide value to the company. do you provide value to the company. do you provide value to the company. It's a one-way street, right? Uh we It's a one-way street, right? Uh we It's a one-way street, right? Uh we provide you money, therefore you should provide you money, therefore you should provide you money, therefore you should provide us with everything, right? provide us with everything, right? provide us with everything, right? But, for the most part, even in those But, for the most part, even in those But, for the most part, even in those companies, good management is going to companies, good management is going to companies, good management is going to focus on people.

focus on people. focus on people. And not just see people as a cog, but And not just see people as a cog, but And not just see people as a cog, but instead as a vital piece of the team instead as a vital piece of the team instead as a vital piece of the team that's helping you, the manager, get that's helping you, the manager, get that's helping you, the manager, get your job done, which is to your job done, which is to your job done, which is to accomplish the the mission of the accomplish the the mission of the accomplish the the mission of the company. So, company. So, company. So, your job should be, in my opinion at your job should be, in my opinion at your job should be, in my opinion at least, to help push your team forward in least, to help push your team forward in least, to help push your team forward in their careers. It will help them be their careers. It will help them be their careers. It will help them be better at their current job, but it will better at their current job, but it will better at their current job, but it will also help them be more satisfied and also help them be more satisfied and also help them be more satisfied and protected. Because if, let's say the protected. Because if, let's say the protected. Because if, let's say the company decides, "You know what? We're company decides, "You know what? We're company decides, "You know what? We're going to lay off 20% of all employees, going to lay off 20% of all employees, going to lay off 20% of all employees, therefore your team of five is now a therefore your team of five is now a therefore your team of five is now a team of four." Well, but if you have team of four." Well, but if you have team of four." Well, but if you have helped that one person who has to leave, helped that one person who has to leave, helped that one person who has to leave, you know, move forward in their career, you know, move forward in their career, you know, move forward in their career, well, that's not a bad thing necessarily well, that's not a bad thing necessarily well, that's not a bad thing necessarily because they're more prepared to go and because they're more prepared to go and because they're more prepared to go and get another job or get a better job. And get another job or get a better job. And get another job or get a better job. And they feel more comfortable they feel more comfortable they feel more comfortable and you feel The rest of your employees and you feel The rest of your employees and you feel The rest of your employees can at least feel like, "Well, maybe our can at least feel like, "Well, maybe our can at least feel like, "Well, maybe our job isn't totally certain, but at least job isn't totally certain, but at least job isn't totally certain, but at least my manager cares about me and wants to my manager cares about me and wants to my manager cares about me and wants to see me succeed long-term, even if some see me succeed long-term, even if some see me succeed long-term, even if some things are out of control. So, there are things are out of control. So, there are things are out of control. So, there are things you can do even in a bad things you can do even in a bad things you can do even in a bad situation as a manager to make sure your situation as a manager to make sure your situation as a manager to make sure your people know that you actually care about people know that you actually care about people know that you actually care about them as a person. Um so, number two, them as a person. Um so, number two, them as a person. Um so, number two, push forward push your team forward in push forward push your team forward in push forward push your team forward in their careers.

their careers. their careers. Number three, Number three, Number three, help them set their priorities. help them set their priorities. help them set their priorities. Too often management says, "I want you Too often management says, "I want you Too often management says, "I want you to do something." And then they judge to do something." And then they judge to do something." And then they judge you, maybe not even necessarily on what you, maybe not even necessarily on what you, maybe not even necessarily on what they said, but what they they said, but what they they said, but what they felt, right? Like they have an idea of felt, right? Like they have an idea of felt, right? Like they have an idea of what they wanted, but they didn't really what they wanted, but they didn't really what they wanted, but they didn't really communicate clearly. And so, now your communicate clearly. And so, now your communicate clearly. And so, now your annual review reflects, annual review reflects, annual review reflects, you know, something you didn't you know, something you didn't you know, something you didn't necessarily understand was your necessarily understand was your necessarily understand was your priority. priority. priority. As a manager, you need to help set As a manager, you need to help set As a manager, you need to help set priorities clearly. priorities clearly. priorities clearly. Say, "This is what I'm looking for. This Say, "This is what I'm looking for. This Say, "This is what I'm looking for. This is my priority. If your priority is I is my priority. If your priority is I is my priority. If your priority is I want you to clear through as many want you to clear through as many want you to clear through as many tickets as possible. That's your top tickets as possible. That's your top tickets as possible. That's your top priority." Well, communicate that and priority." Well, communicate that and priority." Well, communicate that and say, "Hey, this is what we want you to say, "Hey, this is what we want you to say, "Hey, this is what we want you to do. This is where the focus needs to be do. This is where the focus needs to be do. This is where the focus needs to be is on just doing this. That's the is on just doing this. That's the is on just doing this. That's the priority." priority." priority." What that also means is you need to What that also means is you need to What that also means is you need to understand that you are saying these understand that you are saying these understand that you are saying these other things aren't as much of a other things aren't as much of a other things aren't as much of a priority.

priority. priority. Too often managers say, "This is a Too often managers say, "This is a Too often managers say, "This is a priority. It's number one priority. This priority. It's number one priority. This priority. It's number one priority. This over here, also number one priority. over here, also number one priority. over here, also number one priority. This over here, well, you guessed it, This over here, well, you guessed it, This over here, well, you guessed it, it's number one priority." That's not it's number one priority." That's not it's number one priority." That's not prioritization, that's just saying, "I prioritization, that's just saying, "I prioritization, that's just saying, "I want everything." want everything." want everything." You can't always have everything. You You can't always have everything. You You can't always have everything. You need to prioritize and say, "I want it need to prioritize and say, "I want it need to prioritize and say, "I want it all done, but this is the first and most all done, but this is the first and most all done, but this is the first and most important thing. This is the next most important thing. This is the next most important thing. This is the next most important thing." And so on down the important thing." And so on down the important thing." And so on down the list. And you have to understand that list. And you have to understand that list. And you have to understand that maybe your entire list doesn't get done. maybe your entire list doesn't get done. maybe your entire list doesn't get done. But, if your team understands what your But, if your team understands what your But, if your team understands what your priorities are, then you're not priorities are, then you're not priorities are, then you're not frustrated them for not achieving those frustrated them for not achieving those frustrated them for not achieving those priorities priorities priorities if they're going in the order you told if they're going in the order you told if they're going in the order you told them to. them to. them to. So, if you don't communicate priorities, So, if you don't communicate priorities, So, if you don't communicate priorities, what happens is every team member what happens is every team member what happens is every team member listens to you and says, "Oh, they think listens to you and says, "Oh, they think listens to you and says, "Oh, they think objective A is the priority. That's what objective A is the priority. That's what objective A is the priority. That's what it sounds like from the boss. Therefore, it sounds like from the boss. Therefore, it sounds like from the boss. Therefore, I'll do objective A." Where the next I'll do objective A." Where the next I'll do objective A." Where the next person says, "I thought objective B person says, "I thought objective B person says, "I thought objective B was." Now we're going to objective B. was." Now we're going to objective B. was." Now we're going to objective B. And all of a sudden, nothing gets done And all of a sudden, nothing gets done And all of a sudden, nothing gets done because because because there's always too much work to do and there's always too much work to do and there's always too much work to do and not enough time. So, what happens is not enough time. So, what happens is not enough time. So, what happens is that you're upset and then you give them that you're upset and then you give them that you're upset and then you give them bad reviews, right? So, bad reviews, right? So, bad reviews, right? So, instead of instead of instead of setting up yourself for failure, set setting up yourself for failure, set setting up yourself for failure, set your team up for success by saying, your team up for success by saying, your team up for success by saying, "This is our priority list." And "This is our priority list." And "This is our priority list." And sticking to it.

sticking to it. sticking to it. Number four, Number four, Number four, your job as a manager is to protect your your job as a manager is to protect your your job as a manager is to protect your team. team. team. You are the umbrella over your team. You are the umbrella over your team. You are the umbrella over your team. Your goal is to enable them to do their Your goal is to enable them to do their Your goal is to enable them to do their work. work. work. And sometimes that means shielding them And sometimes that means shielding them And sometimes that means shielding them from from from corporate nonsense. Sometimes it means corporate nonsense. Sometimes it means corporate nonsense. Sometimes it means shielding them from shielding them from shielding them from stuff that they shouldn't have to deal stuff that they shouldn't have to deal stuff that they shouldn't have to deal with. Maybe it's, you know, frustrated with. Maybe it's, you know, frustrated with. Maybe it's, you know, frustrated customers. Well, can you do that? customers. Well, can you do that? customers. Well, can you do that? Because it's probably more effective for Because it's probably more effective for Because it's probably more effective for your team to do their job and probably your team to do their job and probably your team to do their job and probably easier for you to do the the PR side of easier for you to do the the PR side of easier for you to do the the PR side of it or to, you know, protect your team it or to, you know, protect your team it or to, you know, protect your team from from from upper management who's upset or upper management who's upset or upper management who's upset or something else. You want to be the something else. You want to be the something else. You want to be the shield for your team. That's your goal. shield for your team. That's your goal. shield for your team. That's your goal. So, number four is protect your team, So, number four is protect your team, So, number four is protect your team, whatever that looks like in every whatever that looks like in every whatever that looks like in every circumstance. circumstance. circumstance. And then and that also includes, by the And then and that also includes, by the And then and that also includes, by the way, you know, layoffs are coming. And way, you know, layoffs are coming. And way, you know, layoffs are coming. And the boss says, "We're cutting 20%."

the boss says, "We're cutting 20%." the boss says, "We're cutting 20%." Well, Well, Well, is that why is just say 20% off the is that why is just say 20% off the is that why is just say 20% off the board? Because maybe you're you want to board? Because maybe you're you want to board? Because maybe you're you want to protect your team by saying, "Hey, my protect your team by saying, "Hey, my protect your team by saying, "Hey, my team is more valuable than that. I think team is more valuable than that. I think team is more valuable than that. I think that my team shouldn't be, that my team shouldn't be, that my team shouldn't be, you know, cut." And your your boss might you know, cut." And your your boss might you know, cut." And your your boss might say, "No, 20% across the board." say, "No, 20% across the board." say, "No, 20% across the board." And And And you need to have data to back up the you need to have data to back up the you need to have data to back up the fact that your team is more valuable fact that your team is more valuable fact that your team is more valuable than if you cut them. than if you cut them. than if you cut them. You know, so you our team makes the You know, so you our team makes the You know, so you our team makes the company more money than they cost. Or company more money than they cost. Or company more money than they cost. Or our team brings more value to the our team brings more value to the our team brings more value to the company than than they cost. And so, if company than than they cost. And so, if company than than they cost. And so, if you can bring that kind of you can bring that kind of you can bring that kind of documentation, it can help offset some documentation, it can help offset some documentation, it can help offset some of those conversations and get your boss of those conversations and get your boss of those conversations and get your boss go, "Oh, wait, that doesn't make sense, go, "Oh, wait, that doesn't make sense, go, "Oh, wait, that doesn't make sense, does it?" And then you can kind of push does it?" And then you can kind of push does it?" And then you can kind of push back and protect your team from even back and protect your team from even back and protect your team from even layoffs. Now, layoffs. Now, layoffs. Now, management will still do management management will still do management management will still do management things, but if you're in management, you things, but if you're in management, you things, but if you're in management, you know that know that know that there are things you can still do inside there are things you can still do inside there are things you can still do inside of management. of management. of management. So, protection is number four. Number So, protection is number four. Number So, protection is number four. Number five is communicate the vision.

five is communicate the vision. five is communicate the vision. And this is And this is And this is this is not number order list as in, you this is not number order list as in, you this is not number order list as in, you know, most important to least important. know, most important to least important. know, most important to least important. This is all really important stuff, and This is all really important stuff, and This is all really important stuff, and communicate the vision is probably the communicate the vision is probably the communicate the vision is probably the first most most important thing to do, first most most important thing to do, first most most important thing to do, but you want to communicate the vision but you want to communicate the vision but you want to communicate the vision of what your roles are. of what your roles are. of what your roles are. So, you want to communicate the vision So, you want to communicate the vision So, you want to communicate the vision of what your each individual role, what of what your each individual role, what of what your each individual role, what it's supposed to do, it's supposed to do, it's supposed to do, and then what the team is supposed to and then what the team is supposed to and then what the team is supposed to do, and then what the team is supposed do, and then what the team is supposed do, and then what the team is supposed to do inside the scope of what the to do inside the scope of what the to do inside the scope of what the company is trying to do. company is trying to do. company is trying to do. And the reason why is because otherwise, And the reason why is because otherwise, And the reason why is because otherwise, you have people pulling in different you have people pulling in different you have people pulling in different directions who all think that they are directions who all think that they are directions who all think that they are doing the best possible to help out in doing the best possible to help out in doing the best possible to help out in their situation, their situation, their situation, but they're not being effective. And so, but they're not being effective. And so, but they're not being effective. And so, they get frustrated because they get frustrated because they get frustrated because they're doing their best, they're they're doing their best, they're they're doing their best, they're working hard, and it feels like, you working hard, and it feels like, you working hard, and it feels like, you know, management just gets angry at them know, management just gets angry at them know, management just gets angry at them for no reason. Well, for no reason. Well, for no reason. Well, if you're pulling the wrong direction, if you're pulling the wrong direction, if you're pulling the wrong direction, it doesn't matter how great you're it doesn't matter how great you're it doesn't matter how great you're pulling. In fact, it can be worse if pulling. In fact, it can be worse if pulling. In fact, it can be worse if you're pulling hard.

you're pulling hard. you're pulling hard. >> [snorts] >> [snorts] >> [snorts] >> So, you want to make sure you're all >> So, you want to make sure you're all >> So, you want to make sure you're all focused in the same direction. Get focused in the same direction. Get focused in the same direction. Get everybody pulling in the right direction everybody pulling in the right direction everybody pulling in the right direction by communicating the vision. What is the by communicating the vision. What is the by communicating the vision. What is the vision for your specific specific job? vision for your specific specific job? vision for your specific specific job? So, when you're talking to an employee So, when you're talking to an employee So, when you're talking to an employee and say, "Hey, you're the database and say, "Hey, you're the database and say, "Hey, you're the database administrator. Here is what I'm looking administrator. Here is what I'm looking administrator. Here is what I'm looking for from you. I want you to protect the for from you. I want you to protect the for from you. I want you to protect the database at all costs." Okay? That's the database at all costs." Okay? That's the database at all costs." Okay? That's the vision. That's your goal is to protect vision. That's your goal is to protect vision. That's your goal is to protect the database. That means making sure the database. That means making sure the database. That means making sure it's efficient. That's make sure that it's efficient. That's make sure that it's efficient. That's make sure that there's no security breaches that can there's no security breaches that can there's no security breaches that can damage our data. That make sure, you damage our data. That make sure, you damage our data. That make sure, you know, making sure that you back the data know, making sure that you back the data know, making sure that you back the data up. Making sure you test the backups. up. Making sure you test the backups. up. Making sure you test the backups. Making sure that you check for bad Making sure that you check for bad Making sure that you check for bad queries going into the database. Making queries going into the database. Making queries going into the database. Making sure that you, um, you know, work on sure that you, um, you know, work on sure that you, um, you know, work on those queries, make them more those queries, make them more those queries, make them more performant. And and so on down the list. performant. And and so on down the list. performant. And and so on down the list. But, you're setting a vision of this is But, you're setting a vision of this is But, you're setting a vision of this is your job. You are the gatekeeper. You your job. You are the gatekeeper. You your job. You are the gatekeeper. You are a protector of a database. That's are a protector of a database. That's are a protector of a database. That's setting the vision for what that one setting the vision for what that one setting the vision for what that one individual role is. Set that for every individual role is. Set that for every individual role is. Set that for every employee. But, then set it for the team employee. But, then set it for the team employee. But, then set it for the team as well. Our job is to create software as well. Our job is to create software as well. Our job is to create software that supports the business. Okay? And that supports the business. Okay? And that supports the business. Okay? And when you start thinking in that that when you start thinking in that that when you start thinking in that that mindset, it's different than just we mindset, it's different than just we mindset, it's different than just we create software or we do, you know, we create software or we do, you know, we create software or we do, you know, we create stupid features that that create stupid features that that create stupid features that that management asked for. No, our job is to management asked for. No, our job is to management asked for. No, our job is to support the business and make the support the business and make the support the business and make the business better.

business better. business better. So, because of that, your team will have So, because of that, your team will have So, because of that, your team will have new ways of thinking about features and new ways of thinking about features and new ways of thinking about features and bugs and all the rest because they can bugs and all the rest because they can bugs and all the rest because they can prioritize those things based upon the prioritize those things based upon the prioritize those things based upon the vision. vision. vision. Where, you know, you may get Where, you know, you may get Where, you know, you may get a CEO or CFO or somebody else may put in a CEO or CFO or somebody else may put in a CEO or CFO or somebody else may put in a ticket and say, "Hey, this is a a ticket and say, "Hey, this is a a ticket and say, "Hey, this is a feature I want for our application." feature I want for our application." feature I want for our application." And you look at it, maybe even your your And you look at it, maybe even your your And you look at it, maybe even your your junior developer looks at it. junior developer looks at it. junior developer looks at it. And they look at the the feature and And they look at the the feature and And they look at the the feature and say, say, say, "Well, this is this looks great, but it "Well, this is this looks great, but it "Well, this is this looks great, but it doesn't seem to doesn't seem to doesn't seem to support the vision very much compared to support the vision very much compared to support the vision very much compared to these other things." these other things." these other things." Which goes back to priorities. And of Which goes back to priorities. And of Which goes back to priorities. And of course, you don't have your junior course, you don't have your junior course, you don't have your junior developer um telling the CEO no to developer um telling the CEO no to developer um telling the CEO no to things. Again, protect your people. Um things. Again, protect your people. Um things. Again, protect your people. Um but at the same time, they can be but at the same time, they can be but at the same time, they can be empowered to talk to you and say, "Hey, empowered to talk to you and say, "Hey, empowered to talk to you and say, "Hey, I see this, but I also see this as a I see this, but I also see this as a I see this, but I also see this as a priority. I don't think the vision and priority. I don't think the vision and priority. I don't think the vision and the priorities are aligning right now."

the priorities are aligning right now." the priorities are aligning right now." Because they know both. And all of a Because they know both. And all of a Because they know both. And all of a sudden, it allows them to make better sudden, it allows them to make better sudden, it allows them to make better decisions. decisions. decisions. It allows them to make wiser decisions It allows them to make wiser decisions It allows them to make wiser decisions that you don't have to micromanage. So, that you don't have to micromanage. So, that you don't have to micromanage. So, what you're doing here is you're setting what you're doing here is you're setting what you're doing here is you're setting your people up for success. your people up for success. your people up for success. Allow them to do their best work. Allow them to do their best work. Allow them to do their best work. And then let them do that. And then let them do that. And then let them do that. So, these are the five things. Now, yes, So, these are the five things. Now, yes, So, these are the five things. Now, yes, there's a lot more that a good manager there's a lot more that a good manager there's a lot more that a good manager should do. There's a lot more things should do. There's a lot more things should do. There's a lot more things that when you're in the role that you that when you're in the role that you that when you're in the role that you should think through and how you do should think through and how you do should think through and how you do things. things. things. Um I I have other ideas on that. Uh one Um I I have other ideas on that. Uh one Um I I have other ideas on that. Uh one of the things that I hate personally is of the things that I hate personally is of the things that I hate personally is is the annual review. I think that is the annual review. I think that is the annual review. I think that process is broken. I don't do annual process is broken. I don't do annual process is broken. I don't do annual reviews my employees. Instead, what I do reviews my employees. Instead, what I do reviews my employees. Instead, what I do is I I have the if there's a problem, is I I have the if there's a problem, is I I have the if there's a problem, we're going to talk about it right now. we're going to talk about it right now. we're going to talk about it right now. And then we'll talk about how to make And then we'll talk about how to make And then we'll talk about how to make your role better once a year. your role better once a year. your role better once a year. Um not as a punitive thing, but as a Um not as a punitive thing, but as a Um not as a punitive thing, but as a celebration of what you have celebration of what you have celebration of what you have accomplished and then, you know, new new accomplished and then, you know, new new accomplished and then, you know, new new goals, things of that nature. But, goals, things of that nature. But, goals, things of that nature. But, that's for another video. That's for that's for another video. That's for that's for another video. That's for another episode. Uh but for now, these another episode. Uh but for now, these another episode. Uh but for now, these are the five things I think are most are the five things I think are most are the five things I think are most important for a manager to do. Number important for a manager to do. Number important for a manager to do. Number one, remove blockers. Number two, push one, remove blockers. Number two, push one, remove blockers. Number two, push your team forward in their careers.

your team forward in their careers. your team forward in their careers. Number three, help set priorities for Number three, help set priorities for Number three, help set priorities for your team members. Number four, protect your team members. Number four, protect your team members. Number four, protect your team. And number five, communicate your team. And number five, communicate your team. And number five, communicate the vision for your team. the vision for your team. the vision for your team. Now, as a manager, if you can do those Now, as a manager, if you can do those Now, as a manager, if you can do those five things, you're going to set your five things, you're going to set your five things, you're going to set your team up for success, which by the way team up for success, which by the way team up for success, which by the way sets you up for success as well. sets you up for success as well. sets you up for success as well. Thanks for listening. As always, I am Thanks for listening. As always, I am Thanks for listening. As always, I am Tim Corey. Tim Corey. Tim Corey. >> [music]