I agree on the benefits of building a shared sense of responsibility.
We all have to take ownership and avoid saying "That's not my problem".
About decision-making, I like it when companies encourage teams with the most knowledge about a situation to make a decision. Still, sometimes a decision may require the big picture a leader has.
And I definitely found the bottleneck of every decision to be a consensus. Instead, I apply the same mindset as "teams being autonomous to make decisions". Every engineer is autonomous to make a decision. They'll communicate it, but won't wait until everyone votes or gives their opinion to move forward.
Great concept. I guess, managing up and teaming up does not need to be mutually exclusive. They can co-exist. And A healthy team would make it easy to manage up, as a team.
100% agree. And I faced some challenges mentioned by Nicola in the text with my teams.
I see managing up more as a tool for me with my manager, than with my team. In focus on informing and keeping my manager updated, than asking for permission.
For teams where not everyone is comfortable with team up it is still a relevant tool. It can happen not for lacking trust but also cultural differences. I'm currently managing two teams with people from 10 different nationalities. Just two people came from the same country. All of them are very unique. Some topics are easier than others.
Great article and explanation. I see a concern not mentioned with teaming up from the managers perspective. We control their pay! As much as people like to say know days “we have no bosses” that is just not true. There is a hierarchy and we all have our very specific duty/jobs, most likely in a contract we signed.
Again, I like where you’re going and think many managers can learn from this, as with any role, communication is key. I think a lot of managing up comes from years of bad management. We need to focus on leaders having 1:1s weekly with folks, listening more than talking, and being direct with what their expectations are. I don’t think my folks need to manage up, but I have seen lot of success just knowing what their expectations are and they knowing what mine are.
Thank you for the mention Nicola!
You are welcome Milan 🙂
Thanks for the mention, Nicola!
I agree on the benefits of building a shared sense of responsibility.
We all have to take ownership and avoid saying "That's not my problem".
About decision-making, I like it when companies encourage teams with the most knowledge about a situation to make a decision. Still, sometimes a decision may require the big picture a leader has.
And I definitely found the bottleneck of every decision to be a consensus. Instead, I apply the same mindset as "teams being autonomous to make decisions". Every engineer is autonomous to make a decision. They'll communicate it, but won't wait until everyone votes or gives their opinion to move forward.
Thank you so much for sharing. Learned a new concept for effective team building.
Great concept. I guess, managing up and teaming up does not need to be mutually exclusive. They can co-exist. And A healthy team would make it easy to manage up, as a team.
100% agree. And I faced some challenges mentioned by Nicola in the text with my teams.
I see managing up more as a tool for me with my manager, than with my team. In focus on informing and keeping my manager updated, than asking for permission.
For teams where not everyone is comfortable with team up it is still a relevant tool. It can happen not for lacking trust but also cultural differences. I'm currently managing two teams with people from 10 different nationalities. Just two people came from the same country. All of them are very unique. Some topics are easier than others.
Great article and explanation. I see a concern not mentioned with teaming up from the managers perspective. We control their pay! As much as people like to say know days “we have no bosses” that is just not true. There is a hierarchy and we all have our very specific duty/jobs, most likely in a contract we signed.
Again, I like where you’re going and think many managers can learn from this, as with any role, communication is key. I think a lot of managing up comes from years of bad management. We need to focus on leaders having 1:1s weekly with folks, listening more than talking, and being direct with what their expectations are. I don’t think my folks need to manage up, but I have seen lot of success just knowing what their expectations are and they knowing what mine are.
Appreciated the read, Nicola and thank you for the shoutout!