I have this idea that I can always learn something in every role that I'm in. And there's almost always somebody that is smarter than me or has done things before that I can learn from. So it wasn't necessarily that I didn't think I could do the job of managing, but more that I thought I still had so much to learn about that particular role. "Just kind of being thrown into the deep end and ending up in a position where you're forced to make decisions," he says.
Episode show notes and resources
Communication and transparency are crucial in teams. Uncertainty and lack of information can create anxiety, mistrust, and disengagement among employees.
In episode #137, Spencer shares how he communicated with his teams during an acquisition and how he structures his 1:1 meetings with intentionality.
Spencer Norman, the Vice President of Engineering at Privy, oversees the distributed engineering teams of the ecommerce marketing platform. Before joining Privy, Spencer held leadership positions at Mailchimp (acquired by Intuit) and Reaction Commerce.
Spencer provides guidance on creating a sense of safety within your team when delegating new responsibilities and explains the comfort, stretch, and panic framework.
Tune in to hear all about Spencer’s leadership journey and the lessons learned along the way!
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TIME-STAMPED SHOW NOTES:
[04:23] Avoiding a management role
[9:50] Collaboration stack
[13:33] One-on-one meetings anatomy
[28:51] Skip level one-on-ones
[33:25] Managing through an acquisition
[42:28] Delegation and psychological safety
[46:20] Lean into your influence