Manager Manifesto

Manifesto

• Giving critical feedback or having difficult conversations
• Assessing whether a product is ready for launch
• Designing and executing a realistic roadmap
• Setting good goals with accountability
• Building viable new products
• Managing a team during “war time” versus “peace time”
• Defining quality
• Determining who to hire
• Understanding people’s skills, strengths, and growth trajectories

Helping people reach a common goal

• Listening and learning about people’s aspirations and frustrations.
• Mentoring and advising, generally in the form of providing frameworks rather than here’s-what-you-should-be-doing’s (which is a whole topic for another time).
• Designing better and more efficient ways for people to communicate, work, or learn.
• Context-switching often in your day-to-day.
• Playing a key role in the flow of communication (writing, sharing, meeting, presenting).
• Owning the outcome of the team’s successes and failures, even if you won’t make all the decisions yourself.

note : not mine and nor I wanted to take credit on this points. I took this note awhile ago and unfortunately didn’t put the source link.