My User Guide
I’m delighted to be working with you! And I’m excited for everything we’ll learn from each other! I already have high expectations that our collaboration together will yield incredible results :) That said, we are different people shaped by different life experiences, and we probably have different preferences and styles for how we like to work.
Welcome to my user guide!
I believe that open and honest communication is the foundation of a successful working relationship. I value transparency, collaboration, and mutual respect, and I hope to build a strong partnership with you.
Please take the time to read through this guide and feel free to reach out to me if you have any questions or concerns. I'm committed to working together to achieve our goals and create meaningful impact.
My Perspective on Success as a Manager
To me, success as a manager is about continuously growing and developing personally and professionally. This means taking risks, being open to feedback, and learning from my mistakes.
I believe in empowering others by providing them with the tools, resources, and support they need to succeed. This includes delegating tasks, providing opportunities for growth and development, and recognizing and rewarding good work. Inspiring others to be a better version of themselves and setting the bar higher every single time.
I believe in fostering innovation by encouraging creativity and experimentation, taking calculated risks, and learning from both successes and failures. I prioritize thinking outside the box and challenging the status quo to drive innovation and improvement.
As a manager, I am ultimately responsible for driving results. I set clear goals and expectations, prioritize effective communication and collaboration, and hold myself and others accountable for delivering results.
How do I communicate?
Setting clear expectations at the outset is critical for effective communication. I try to ensure that every conversation ends with clear action items and my team members and seniors understand the project's goals, scope, and timeline before we begin and that we are all on the same page.
I believe that regular check-ins with my team members and seniors are essential for effective communication. I try to schedule regular meetings to discuss project progress and address any concerns or issues that may arise.
Constructive feedback is essential for growth and improvement. I am open to receiving feedback from my team members and my seniors and providing constructive feedback in return.
I try to give credit where credit is due and acknowledge my team member's contributions to the project's success. Celebrating team wins is crucial for building morale and fostering a positive work environment.
I appreciate emails, calendar invites, and RSVPs. I am very protective of my calendar. I appreciate prior communication and alignment before seeing my calendar blocked. I just feel these little things give me more clarity and control over my work commitments.
I work on deep work sessions, and I may not be available for immediate response. I appreciate pre-scheduled meetings. However, when you need me, please ping me. I usually respond to direct messages fast.
Things I do that may annoy you or be misunderstood:
I may come across as unapproachable or even moody when I am in deep work sessions. Please don't hesitate to interrupt me or ask me questions if you need to.
I have a tendency to be too direct or blunt in my communication, which can come across as rude or dismissive. I'm working on softening my tone and being more mindful of people's feelings.
I have a tendency to be impatient when things aren't moving as quickly as I'd like them to. I'm working on being more accepting of delays and setbacks and trusting that everything will work out in the end.
What gains my trust?
Problem-solving skills. When my team encounters problems, I appreciate it when they come prepared with possible solutions. This shows they are invested in finding a solution and helps me to better understand the issue at hand.
Growth Mindset. I admire individuals who go above and beyond what is asked of them, showing a willingness to learn and grow. This demonstrates a growth mindset critical for individual and team success.
Attention to detail. When leading a project, I value attention to detail, which helps ensure the project's success.
Accountability is critical. Taking responsibility for your actions and being accountable for your mistakes goes a long way in building trust. Acknowledge your mistakes and work towards fixing them.
Embrace feedback. Be open to receiving feedback and willing to learn and grow. This shows that you're committed to self-improvement and invested in the team's success.
What loses my trust?
Making promises you can't keep is a surefire way to lose my trust. It's better to under-promise and over-deliver than the other way around. If you say you're going to do something, I expect you to follow through on it.
Disrespecting deadlines or showing up late to meetings without a valid reason can also make me lose trust in you. It shows a lack of respect for other people's time.
If you're not receptive to feedback or criticism, it can be challenging to build trust. I appreciate people who are open to constructive feedback and willing to improve themselves.
Not taking responsibility for your mistakes or failures. If you try to shift blame or deny responsibility when things go wrong, it can make it hard for me to trust you to own up to your mistakes in the future.
Finally, if you're not willing to learn or grow, it can be difficult to build trust. I value people who are curious and eager to learn new things, as this shows a willingness to improve and grow over time.
My Strengths
- Thoughtful and thorough. I am strategic and like to gather context and feedback to understand a problem deeply before venturing into a solution. I usually know why I think what I think, or have a framework in mind when working through a problem.
- Staying calm, collected, and optimistic. I don't get overly emotional and do an excellent job of staying balanced. I like to look for the good in everyone and in every situation, and I believe things can be great. This makes me effective at pitching projects, giving presentations, and selling candidates.
- Long-term focus. I think long-term when it comes to prioritizing people, strategy, and initiatives. I usually have a long-term vision for where I'd like things to be, and lots of ideas for how we might get there.
- Attention to detail. I have a keen eye for detail and am able to identify errors or inconsistencies in work, which allows me to deliver high-quality work.
- Thrive in ambiguous and abstract work situations. I am able to remain focused and calm when facing uncertain or unpredictable situations. I can quickly assess situations, identify key information, and make informed decisions.
My Growth Areas
- In high-stakes projects, I tend to take control and get in the driver's seat when I feel the project is not moving as it should. While my intentions may be good, this can sometimes intimidate or overlook the contributions of others. I am actively working on stepping back and being comfortable with allowing others to take the lead.
- I like to have deep work sessions, due to which I tend to get very focused and intense when I'm working on a project, so I may come across as unapproachable or even moody. Please don't hesitate to interrupt me or ask me questions if you need to.
- I have a tendency to be too direct or blunt in my communication, which can come across as rude or dismissive. I'm working on softening my tone and being more mindful of people's feelings.
- I can be a bit of a workaholic, which can make it difficult for me to disconnect or take time off. I'm working on being more mindful of my own well-being and setting healthy boundaries. I recognize the importance of self-care but sometimes struggle to prioritize it amidst my busy schedule. I am working on taking breaks and engaging in activities that help me relax and recharge.
My Expectations of My Reports
- Accountability. I expect my reports to take responsibility for their work and actions. This means owning up to mistakes and taking steps to rectify them.
- Collaboration. I expect my reports to work well with others and be able to collaborate effectively. This means communicating clearly and respectfully and being open to feedback.
- Results-oriented. I expect my reports to be focused on achieving results and meeting goals. This means prioritising tasks and making decisions that will help achieve the desired outcomes.
Giving and Receiving Feedback
At its core, feedback is essential to our growth and development. My philosophy around feedback is that it should always be constructive, honest, and actionable. I believe that feedback should be an ongoing dialogue rather than a one-time event and that both parties should have an open mind and willingness to learn from one another.
As a manager, I make it a point to provide regular feedback to my reports, both positive and constructive. I believe that it's important to acknowledge and celebrate successes but also to identify areas for improvement and provide actionable steps to address them. My reports can expect that any feedback I provide will be specific, timely, and aimed at helping them achieve their professional goals.
When it comes to receiving feedback, I prefer direct and honest feedback. I want to know what I'm doing well and where I can improve, and I appreciate it when I am provided with specific examples and actionable suggestions.