Thanks for sharing! I’d like to hear how to get high alignment and buy-ins from different parts of a decentralized organization, and your learnings about how to make the collaboration process smoothly and drive change down the road
Thanks Marcus. Awesome video content. Works as a Very practical hands-on leadership guide. Crisp and easy to consume, than going through bunch of high level structured but fluffy learning courses .. hope you are still actively monitoring these comments. Please do share your experiences and more videos like this
Both videos are really helpful in demystifying the day-in and day-out work of managing mangers. Thanks for your guidance Marcus. Am curious about navigating failure to deliver, as an example, and failure in general as a manager of managers.
Great suggestions Nitzan. Great opportunities to role model and be humble, and to demonstrate how you want failure to "feel" in your org. Also great place to reflect and learn as a group. Taking note if I should make a video.
Thank you for sharing your experience! Could you share your perspective on evaluating manager’s performance? If people under him are not happy and complain, while the manager can generate results.
Hello! Awesome videos and very helpful info! Thank you! Have you considered creating content about how to manage the difficult conversations and how to solve conflicts in a team? Thanks again!
Just discovered your channel Marcus! Woah - this is great :) I'm not a manager nor manager of managers anymore, but most of what you talk about is still relevant for me as an org coach. One thing I'm curious about: how is being a manager of managers different in a small org (say up to 3-5 departments) and a large one (15+ departments)? Is it in essence the same job, or would you say it is fundamentally different?
Thanks Fimblo :) Two things spring to mind: 1. I've found the larger the org, the heavier the burden to clear roadblocks and the more important to be strategic about your network. When Spotify was comparatively tiny, you could easily know all directors of engineering and catch up with them regularly. At the current size, which is 10x when I started, that would be impractical, and so if that's your peers that you need to align with you have to really think about who you talk to and how often, so that you can be an effective supporter of your team when they need you. 2. There's usually more process already in place at a larger scale and the culture is more set in its ways, so you have less ability to innovate outside of your core responsibilities at a larger scope. More of what is there is given versus amenable to change. Pro's and con's. Pro is you don't have to think about how e.g. engineering promotions work - con is if you don't like the current way it's hard to change it.
Hi there!! Hm, so repeating it back to you for understanding, it looks like it's both different in _how_ you do your work (e.g. using your network strategically), but also _what_ you actually do (pioneering career-frameworks in a small org VS figuring out how to not let the process get in the way of real growth and impact). Does my interpretation fit what you meant? Thanks for your time. Looking forward to more videos :)
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Thanks for sharing! I’d like to hear how to get high alignment and buy-ins from different parts of a decentralized organization, and your learnings about how to make the collaboration process smoothly and drive change down the road
Great suggestion! Thank you :)
I really needed this. Was stuck in the one-man-show situation for years managing teams for more than 13 years. This really helps me grow
Grymt! Bra innehåll! These lessons are also interesting to me as an IC, as it provides me with insights how I can tell good and poor management apart.
I really love your contents! I would love to see you keep making contents! This is a hidden gem channel!
Thanks Marcus. Awesome video content. Works as a Very practical hands-on leadership guide. Crisp and easy to consume, than going through bunch of high level structured but fluffy learning courses .. hope you are still actively monitoring these comments. Please do share your experiences and more videos like this
Your videos are great and I've shared them with all my R&D leadership team.
Incredibly helpful content. Thanks for this Marcus.
Love these videos, would love to here about managing challenging employees (and managers) a long with managing managers with more experience than you.
Thank you Marcus! Awesome content. Ideas for future videos - 1) talk more about scaling engineering teams 2) organizations' design/architecture?
Love your videos, such a great content. Please keep going 🙏
Much love from Egypt 😊
Both videos are really helpful in demystifying the day-in and day-out work of managing mangers. Thanks for your guidance Marcus. Am curious about navigating failure to deliver, as an example, and failure in general as a manager of managers.
Great suggestions Nitzan. Great opportunities to role model and be humble, and to demonstrate how you want failure to "feel" in your org. Also great place to reflect and learn as a group. Taking note if I should make a video.
Thank you for sharing your experience! Could you share your perspective on evaluating manager’s performance? If people under him are not happy and complain, while the manager can generate results.
Thank you so much! This is very insightful!
Great video! Subscribed. Thanks for this.
Hello! Awesome videos and very helpful info! Thank you!
Have you considered creating content about how to manage the difficult conversations and how to solve conflicts in a team? Thanks again!
The theory is great. I will be even greater with subtitles.
Wow this is good for senior leaders
wish you would post more often!!
Have a session for performance review also
Just discovered your channel Marcus! Woah - this is great :) I'm not a manager nor manager of managers anymore, but most of what you talk about is still relevant for me as an org coach.
One thing I'm curious about: how is being a manager of managers different in a small org (say up to 3-5 departments) and a large one (15+ departments)? Is it in essence the same job, or would you say it is fundamentally different?
Thanks Fimblo :) Two things spring to mind:
1. I've found the larger the org, the heavier the burden to clear roadblocks and the more important to be strategic about your network. When Spotify was comparatively tiny, you could easily know all directors of engineering and catch up with them regularly. At the current size, which is 10x when I started, that would be impractical, and so if that's your peers that you need to align with you have to really think about who you talk to and how often, so that you can be an effective supporter of your team when they need you.
2. There's usually more process already in place at a larger scale and the culture is more set in its ways, so you have less ability to innovate outside of your core responsibilities at a larger scope. More of what is there is given versus amenable to change. Pro's and con's. Pro is you don't have to think about how e.g. engineering promotions work - con is if you don't like the current way it's hard to change it.
Hi there!!
Hm, so repeating it back to you for understanding, it looks like it's both different in _how_ you do your work (e.g. using your network strategically), but also _what_ you actually do (pioneering career-frameworks in a small org VS figuring out how to not let the process get in the way of real growth and impact). Does my interpretation fit what you meant?
Thanks for your time. Looking forward to more videos :)