Make your Manager GREAT!

Your manager can make or break your career and weaknesses are not always obvious to spot. Let's make your manager great so YOU can reap the benefits.

Probably the most important relationship you’ll have in your career is your relationship with the person you report to; your manager. Your manager is your default sponsor and mentor. They advocate for you in meetings that you’re not in. They provide feedback about you that you don’t always hear. They define the team structure which in turn provides (or removes) key opportunities for your growth.

If your manager is struggling there’s no question it will negatively impact your career velocity. But here’s the best part… this is a bi-directional, symbiotic relationship and YOU have a lot of agency in the process.

Hang on!!! how is this your problem? Shouldn’t your manager be looking after you?

Relationships are important. They say in any good relationship each party gives MORE than 50/50 so there’s always a healthy overlap in terms of puts and takes. Understanding the challenges your manager is facing expresses empathy and solicits it in return. This can unlock ideas for your personal growth and strengthen the trust between you. So much of our lives is taken up by work, doesn’t it make sense to have a productive bond with a great manager?

So stand up and say it with me; “Let’s make your manager GREAT.”

Let’s look at some common issues, where your manager may need a little help and in each case identify what you can do about it (WYCD).

Unclear on Organizational Procedures: Does your manager understand the Compensation cycle, the Hiring process, the Leveling guide, or the Promotion process? Basic organizational procedures? A good manager is well-versed in the organization's inner workings and can guide you effectively. New managers, especially those who’ve transitioned from IC roles might not be as familiar. Any uncertainty can create confusion and hinder your chances of advancing within the company.

What You Can Do: Do colleagues outside your team have more or less information than you? Find out why! Maybe their manager has more information than yours. Maybe they’re misinformed. Either way, try to develop a general awareness that doesn’t rely on your manager being your sole source of company information. If your team’s not being included in the routine processes of the organization talk to your manager or escalate to your skip-level as appropriate.

Lack of Advocacy: A good manager celebrates the team’s successes and claims ownership for the failures. Software is hard so it’s important to celebrate the wins and your manager should be your strongest cheerleader.

WYCD: The reality is some people are just not wired to be celebratory. If that’s the case on your team maybe you can play that role yourself. Remind your manager (discretely) how the team is feeling and prompt them when a congratulatory note is appropriate. Maybe offer to host a team celebration to take some of the load off your manager; I’m sure they’ll welcome the support.

Lack of Career Conversations: Does your manager understand your career goals? Do they talk to you about your career? Do they provide guidance or create development plans tailored to your aspirations? Some managers may be so overwhelmed juggling priorities, stakeholders, and deliverables that these conversations take a backseat.

What you can do: Talk to your manager and be sure to state clearly and respectfully “My growth is a priority for me” and lay out your expectations. Draft a 1-pager with 3-5 goals you’d like to work towards and some ideas against each one. Maybe there are tools in your organization, like a Career Ladder that you can use to structure the conversation. These are conversation starters and should not be exhaustive. Share with your manager for comment and schedule a dedicated session to review together. Revisit periodically e.g. once a quarter or as needed.

Tactical vs Strategic Delivery: There’s always going to be some burning fire, some looming deadline that’s the top priority. In parallel, you somehow need to maintain the current platform; simplifying its design, scaling, improving Quality, and reducing its cost over time. That’s hard! A manager should be able to navigate both objectives and balance operational tasks with long-term goals, ensuring both delivery and strategic opportunities are prioritized.

WYCD: If you’re constantly putting out fires life will never improve. It’s time to get engaged with sprint planning and the operational running of your software. Develop an awareness of the areas of risk in your stack as well as tech debt and look for opportunities to pay it down. When new development is needed look for ways to simplify and sunset old code. In each case look for ways to highlight and prioritize this work whilst maintaining your managers’ buy-in. Over time trust will develop and this will become second nature, allowing the team to move fluidly between tactical and strategic needs.

Lack of Organizational Awareness: Managers who are frequently left out of the organizational loop can hinder their teams’ access to valuable information and opportunities. A strong manager builds relationships across the org so that information flows their way. They maintain an awareness of broader organizational dynamics, ensuring that their team remains well-informed and positioned for success.

WYCD: Generally speaking the more information you have the better your decision-making will be. Keep your ear to the ground, use your judgment, and share relevant information with your manager as appropriate. What is heard from the top of the organization down is not always representative of what’s being felt at other levels. Share your perspective and that of your peers with your manager. It’s a vital piece of the overall picture and your transparency will strengthen the relationship between you both.

Missing 1x1s: Communication is essential and 1x1s provide a platform for feedback, mentorship, and alignment. A manager's inability to protect 1x1 time on their calendar can be detrimental to YOUR professional development. ( N.B. I am chronically guilty of this but I do try to make up the time when possible ).

WYCD: It’s not unusual to have a scheduling conflict but if it becomes a regular occurrence it might make sense to move your recurring meeting to an alternative time. If attending 1x1s remains an issue, even after rescheduling, it may signal something more fundamental. Talk to your manager and figure out a communication protocol that makes sense for your relationship.

Charisma without Substance: Charisma is often associated with leadership but it does not guarantee managerial strength. Your manager may be charming but fail to deliver on their promises.

WYCD: History is a good predictor of future behavior so check their track record and talk to people they’ve worked with in the past. Do people cycle out of their teams? Look for leaders who not only inspire with their vision but also back it up with action, acknowledging both successes and failures with balance and taking appropriate measures.

So where did you net out? Maybe you spotted some themes in there?

Communication Breakdown

In any relationship Communication is essential. Talk to your Manager. Make it a two-way conversation. Share your progress, issues, and roadblocks but remember to ask about their priorities and how you can help. Management is not easy and I promise you are likely unaware of many of the challenges your manager is silently dealing with. Sharing that burden will make your bond stronger.

I hope this gave you some ideas as you contemplate your relationship with your manager. Don’t worry if you checked some of the boxes above, we all have things we’re working on and nothing is forever but look for Themes as they may signal some areas of growth for your lead.

Through open communication and trust you can make the relationship productive for both parties and that in turn will lead to GREATness and success, not just for you but for the entire team.