Managing people 🤯 | Andreas Klinger

Processes are not complex chains of people doing things that are burdened by horrible overheadsProcesses are expectations made explicitThey can be as simple as "every morning we all do X to ensure everyone else is unblocked."Have few but very explicit processes and expect them to be followed.

your job is not to manage peoplebut to manage processes and lead peopleYou manage processes on how you expect work to be done, where each person's authority starts and ends, how their careers are made, and how all this can be discussed, and/or changedAdditionally, you are leading people by example and through empathy. 

If you got the time to micro-manage people, you can most likely hire cheaper, less talented people for your work.I think it roots in a misunderstanding of what the role of a manager is:

What is the situation that led to current problems?What changed? What is currently required? 

They end up micro-managing not only what when but also how people do their work.

The easiest way to have people trust your work is by transparently sharing it without request.Have everything accessible where people would look for it.

When you feedback work, it's usually easier to discuss the context objectively than the person themselves

Explicit > ImplicitClear decisions after meetingsNo clear decision? Make that explicit too.Clear ownersNo clear owner? Make that explicit too.Hear everyone's opinionsMake explicit who makes the decision 

When defining processes, avoid back and forthEg. if you give feedback on something assume that they will either do it or get back to you with reasons why not.

A huge production incident happened?How was this possible in the first place?Where was the focus of the engineering team?Was there a process in place to avoid it?Should there be one?The person breaking production isn't at fault here.