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Scaling Engineering Organizations with Erik Bernhardsson
Developing Leadership
Balancing Support and Skepticism as a Manager
The manager's principle is to initially say no to new projects, challenging their potential value compared to existing tasks. However, if someone strongly believes in a project's game-changing potential, the manager will support it, with the condition of proving its value within six months. The manager acknowledges that supporting innovative projects has led to fantastic outcomes, but also emphasizes the need for control to ensure that projects align with the business's needs.
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