Delegation -> This is 1000% the hardest thing to do. You need to let go and trust your people.
Where’s my dopamine? -> Your success is the teams' success. When they are doing well, you are doing well.
Quality over quantity -> Yes.
The level of engagement -> Your job is to support the team - blockers are your problem, not their problem. Fight to remove blockers. That's your job.
Managing perception -> Which leads into, your role, well done, is invisible. Protect them from the bullshit politics that any org has and let them do what they do well.
Redefining success -> That's up to you and your manager. If you're a new manager, you need to manage across and up. That's a set of skills that we don't train people for.
You're coming from an IC position and you know how to do the work. Managing people is a different job,
Where’s my dopamine? -> Your success is the teams' success. When they are doing well, you are doing well.
Quality over quantity -> Yes.
The level of engagement -> Your job is to support the team - blockers are your problem, not their problem. Fight to remove blockers. That's your job.
Managing perception -> Which leads into, your role, well done, is invisible. Protect them from the bullshit politics that any org has and let them do what they do well.
Redefining success -> That's up to you and your manager. If you're a new manager, you need to manage across and up. That's a set of skills that we don't train people for.
You're coming from an IC position and you know how to do the work. Managing people is a different job,