Balancing your CEO, peers, and Engineering

While flying from Moscow to Yerevan, I read half of the white paper about Amazon DynamoDB. 2022 I wrote a part of the article, finished a presentation for tomorrow, and also read an interesting article. article Will Larson. I liked the article and decided to share the main ideas: Will talks about the situation when a new top manager comes to the company Often, such a beginner is charged with changing everything at once, since the CEO did not invite him to the company for a reason, but to solve some problems. But if you take only the CEO’s point of view as a basis, then you can go solve the wrong problem or the wrong way. Will suggests learning to look at problems more broadly, taking into account the opinions of CEOs, other peers of top managers and the board of directors. He proposes to classify your relationships with other managers into three categories: supported, tolerated, resented, which can be represented as +, =, - in chess notation:) Next, Will talks about how important it is to be able to build bridges between the points of view of tops from different areas. (product, engineer, marketer, ...) Do not rely immediately on your past experience, expecting that in a new place everything is the same. Take small steps and gradually Resolve emerging conflicts rather than sweeping them under the carpet or avoiding them

Now you have a framework, invest in relationships with peers, be able to collect the big picture and different points of view, and in case of your uncertainty about what to do, "search for the approach that maximizes your impact at the company over the next three years rather than the next three months, and do that."

#SelfDevelopment #Software #Management #Leadership