It's almost a setting of the rules of engagement, if you will, at some level. I think this is most pronounced when you're dealing with someone who was a peer who now becomes manager. In both cases, I encourage people in this first couple of one-on-ones to have a written document that sort of lays out from the reports perspective how they like to receive feedback.
Our guest today is Marcel Weekes, VP of Product Engineering at Figma and former VP of Engineering at Slack.
In today’s conversation, he unpacks why most startups get it wrong when they uplevel someone from IC engineer to eng manager and unfurls what stellar engineering management looks like at high-growth companies, including:
- Setting appropriate expectations and goals
- Turbocharging the team’s effectiveness
- Delivering high-impact feedback
- Going from a peer to a manager
- What leaders risk when they drag their heels on managing out low-performers
You can email us questions directly at review@firstround.com or follow us on Twitter @firstround and @brettberson.