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The Bananana posted:while apologizing profusely to my team I would not get into the details about your weaknesses to the people you are supposed to be managing. You can have weaknesses, they can know your weaknesses, you can cop to your weaknesses, but they don't need a monologue about how lame you are.
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Sep 15, 2016 16:20
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Profusely might have been hyperbole
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Sep 15, 2016 17:51
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I've seen this happen a lot with technical people going into management and many of them lost their jobs because they couldn't adapt, or had to take a demotion. You need a baseline of trust, and trust doesn't mean exactly the same thing as you'd use it in conversation. Something more along the lines of making it clear you're all on the same team, getting across to your employees what you're going to do for them (provide what's needed and clear roadblocks, interface with annoying people so that they do not have to), and what you expect from them (to deliver defined things by a defined time, with the understanding that if things go wrong both of you have to be upfront with what's going on and how to resolve it). So whoever said sitting down with each team member and going over expectations for both sides is a good idea. However, you need to have reasonable expectations and the general impression from your posting is that you're in panic mode, like, a lot of the time, which might lead you to have hosed up expectations.
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Sep 15, 2016 21:59
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