[hluska]

I’m a really big fan of giving ICs a goal and letting them plan and execute how they’ll get there on their own. If they have questions I’m there and if they’re going down a dark hole, I pull them out of it. But otherwise, I just get out of their way.

It’s kind of sad because you can tell pretty quickly who has always been told what to do. In the beginning they’ll struggle so you can’t just leave them to drown. When they get over that, they need almost constant affirmation. It can take years which is fine. But it often operationalizes itself as really talented people who get stuck as intermediate developers.

So it turns into two competing management problems. How do you convince them that management works for them? And how do you groom them into leadership positions? The first is the easier of the two.

[nine_zeros]

> So it turns into two competing management problems. How do you convince them that management works for them? And how do you groom them into leadership positions? The first is the easier of the two.

1. How to convince someone that management works for them?

By constantly affirming in team meetings publicly, that I - the manager - am here for you, to help you. Then, you build trust by demonstrating your support every week.

2. Grooming into leadership positions?

You only groom people who want to be there. Not everyone wants leadership positions. People who want it will seek it. Often these people are ladder climbers that you will need to filter through.