I was first given “people management” responsibility when I was in my 20s—and my first two “direct reports” were guys older than my Dad. As it slowly dawned on me that I was responsible not just for “people management” but for these folks’ careers—which were a major focus of their lives—I was terrified.
Once I saw through the corporate euphemisms, I realised:
1) how important being a good manager is (after all, most people don’t leave their company, they leave their boss)
2) that I was so scarred by my own poor experiences with managers that I didn’t know what “good” looked like.
Over the following years I did a bunch of research, got some great mentors, and tested a bunch of different approaches. Let’s talk about how scary and how important great people management is, and how we can get better at it.