#Organization

A: Finding a Work Entry Point After Joining a New Team

Two months in, there are requirements to deliver but no clear direction. A consultation interview about entering a new organization, business context, and how a senior engineer can begin to act.

Consulting

6 min read

Part of the column “Career Paths & Management Growth” · Chapter 1

• #Career Development
• #Onboarding
• #Organization

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.

Short

8 min read

Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 4

• #Management
• #Hiring
• #Organization

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.

Short

7 min read

Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 2

• #Management
• #Leadership
• #Organization

Governance Boundaries for Managers of Managers

How safety, fairness, evidence, dissent, and accountability constrain authority when managers of managers control outcomes and resources.

Short

2 min read

Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 6

• #Leadership
• #Management
• #Organization

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.

Short

3 min read

Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 3

• #Leadership
• #Management
• #Mentoring

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.

Short

3 min read

Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 1

• #Leadership
• #Management
• #Organization

Collaboration Overlap Is Not Busyness: How to Tell Healthy Redundancy from Harmful Overlap

Disaster recovery and review are healthy redundancy; the horse race caused by grabbing resources, grabbing projects, and unclear authority pushes an organization into zero-sum exhaustion.

Short

2 min read

• #Collaboration
• #Organization
• #Management

Why Organizations Still Slow Down When Resources Are Abundant

The resource curse isn't having too much money or too many people; it's resources making goals more granular, structure heavier, and low-quality decisions more common, until the organization loses the ability to find and solve high-ROI problems.

Short

2 min read

• #Organization
• #Decision Making
• #Prioritization