Columns
Managing Managers & Multi-Team Outcomes
Managing managers and the systems around them: setting goals, boundaries, authority, resources, and succession so multiple teams can deliver shared outcomes without constant intervention.
- Chapter 1 · Short · 3 min read
Why Manage Managers, and What Kind of Person Fits the Role?
Why a manager of managers is needed, what complexity the role must carry, and how to judge whether a person fits that responsibility.
- Chapter 2 · Short · 7 min read
People, Work, and Money: The Operating Structure Managers of Managers Must Understand
A framework for understanding how an organization distributes people decisions, problem and priority decisions, budgets, and capacity—and for seeing what a manager of managers can decide, negotiate, or escalate.
- Chapter 3 · Short · 3 min read
Managing Teams as a Manager of Managers: Authority and Resources
How a manager of managers can coordinate frontline managers, make cross-team choices, and use authorization and resources without taking back daily management.
- Chapter 4 · Short · 8 min read
How Managers of Managers Find, Develop, and Hand Off Leaders: HRBP, TA, and Technical Leadership
Hiring is not a request handed to HR or TA. Managers of managers, HRBPs, TAs, and hiring managers build a shared system for defining problems, hiring, developing, and handing off leadership responsibility.
- Chapter 5 · Short · 1 min read
Retaining and Replacing Frontline Managers
How a manager of managers builds durable succession by transferring capability, relationships, and outcomes rather than preserving empty positions.
- Chapter 6 · Short · 2 min read
Governance Boundaries for Managers of Managers
How safety, fairness, evidence, dissent, and accountability constrain authority when managers of managers control outcomes and resources.