[systemvoltage]

I think that would be covered under the idea "Lead by example". When the manager is competent to understand, console and provide guidance to the team when they're struggling - even slight slivers of technical skills and knowhow, the rapport they build is unbreakable.

The idea is to genuinely belong to a team, not just on an org chart. When troops are in the battle field, they form unbreakable bonds because they have trust, got each other's backs and there is absolutely nothing artificial about it - life is on the line. More often than not, I've seen managers appear genuine but are not internally so and it will surface in future if not now.

Also, corporations, midsized companies and even small companies have this idea of not speaking the mind. Instead, massive amounts of bullshit corp speak and lipstick is put on the pig to do a quick dog and pony show for the upper management. Managers that suck up to upper management lose their support from the troops. Once that's done, there is no going back.

[ed312]

This is a really tricky thing to nail down as an EM. My first eng leadership role I was promoted out of the team. Everyone already knew I had what it took (I was one of the core group pushing hard to get the product out the door) so "engineering respect" came naturally. Fast forward to being hired as an EM - I realized I had to earn this all over again AND I couldn't do it just be being another peer in the trenches. Being an authentic leader is _hard work_, but it pays off when you see your team succeed.

[systemvoltage]

Curious how you define a team’s success?

[ed312]

Sorry for the late reply, but for me: 1) ICs happy, learning, w/ good work/life balance AND 2) project work delivered at high quality in a reasonable time frame. Personally, when in doubt, I sacrifice #2 for a while.

[_y5hn]

Everyone pulling in same direction and getting good traction.