Is it possible to engineer the perfect boss? Google was up to the task and found data that will forever change the keys to getting promoted.
A few people posted, quoted and retweeted this INC. Article on my social media streams. The “Eight Habits of Highly Effective Google Managers.” is a good list and set of checkpoints.
For me though, as longtime readers will know, I’ve long been a believer in the non-technical manager, most of my best managers and executives were managers first and technical second. On one post on Facebook it summed it up as:
A good company employs managers to manage the company for employees, and employees for the company.
If the company doesn’t have senior technical non-manager positions and technicians are becoming managers to get promoted, you and the managers are at the wrong company in the first place.
I’d tried being a teamlead very early on in my career, it wasn’t good for me or the team, but then I was just 25-years old. Later on, not being a manager became a source of pride, making it through the corporate ranks at IBM without ever being a manager. My mentoring/career presentation has it on slide-2 and slide-10.
These days I think I’d be a good manager, my patience has certainly improved, I’ve achieved everything and more, that I set out to do, and while I’m still technical, I know my boundaries and wouldn’t want to cross them.
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