Hannah Foxwell discusses the challenges of managing people, reflecting on her own errors and the insights she has gained. Foxwell, currently the Product Director at Snyk, has a background rich in DevOps experience. She promotes the essential human aspects in the technological field and emphasizes engineering practices that enhance the quality of life for participants. Additionally, she actively participates as a co-organizer for DevOpsDays London and serves as an Open UK ambassador.
Software development is rapidly reshaping industries and QCon London plays a pivotal role in this transformation. It targets software professionals like technical team leads, architects, and project managers, aiming to foster knowledge sharing and spur innovation within the developer community.
Foxwell expresses her concerns about occasionally being a detrimental influence in her managerial role. Despite generally feeling competent, she acknowledges her specific shortcomings. In her candid discussion, she intends to unveil these personal missteps and the valuable lessons derived from them, hoping to guide others towards improved management practices.
Mastering the art of people management stands as not only the toughest but the most fulfilling aspect of my career. It’s often said that the most challenging tasks are the most rewarding ones. While it’s impossible to cover everything about being an effective people manager in one sitting, I’ve chosen to focus on the often overlooked, challenging topics that make a significant impact.
To start, let me outline what this discussion will exclude. Topics like hiring, interviewing, conducting one-on-ones with employees, and leading team meetings will not be covered, as these are well explored in other discussions. Similarly, topics such as delivery management or organizational design are off the table. Instead, I will delve into areas where I initially stumbled but learned valuable lessons along the way.
My session will explore the essence of a managerial role and how to construct inclusive teams that support equality and offer equal opportunities, addressing these in a practical manner. Additionally, we’ll open up on seldom-discussed subjects such as handling finances within a team, and realistic aspects of performance, remuneration, and promotions. I will also share insights on navigating the complexities of managing on particularly challenging days, drawing from personal experiences including handling layoffs.
We will begin with an introductory yet crucial question: What exactly is the job of a manager? As a manager, you’re not only handling your own team but are also a part of other managerial circles, which may not be visible to individual contributors. This topic will help delineate the roles and responsibilities encompassing a manager’s job, beyond the immediate tasks apparent to the team members.
When I began my role in management, my initial attitude was straightforward: I am in charge of this team, and nothing else mattered to me. However, being a successful manager demands much more. Your secondary group should be your leadership team. For those managing multiple managers, it’s crucial to cultivate a strong and unified leadership group. Working together not only enhances strength and effectiveness but also fosters better communication throughout the organization, typically reflecting its structure.
Typically, communication descends from the top and there is often a lack of inter-team collaboration. A unified leadership team that collaborates effectively can significantly benefit subordinate teams. Consider whether you’re truly part of a leadership team or merely sharing a manager with others. If it’s the latter, consider initiating efforts to build relationships, address common challenges, and foster a sense of collective responsibility within your leadership circle.
Beyond just leadership, collaboration across various departments is essential for effective execution. This aspect of my discussion will focus on overall productivity. Often, those in engineering or leadership roles in engineering find counterparts in product management, design, and infrastructure. Success seldom comes from working in isolation; teamwork is crucial. Yet, often these groups do not function as a cohesive unit towards a unified objective, leading to misaligned expectations, friction, and conflict among teams. This scenario breeds a harmful blame culture which is unproductive for everyone involved. Rather than viewing it through the lens of stakeholder management or alliance building, it should be seen as simple teamwork necessary for achieving common objectives. If this teamwork is lacking, it will invariably hinder project delivery.
In a new management position, I focus on developing three key teams. It’s relatively straightforward to identify and lead your direct reports effectively. However, developing a solid leadership team and fostering team spirit among peers from different areas of the business often goes overlooked but is vital for sustained success.
I strongly endorse the book “The Five Dysfunctions of a Team.” This book opened my eyes to the true nature of teamwork and highlighted the critical mistake of not fostering trust within a team. The core message is about prioritizing your leadership team over others because they are your primary team.
It challenged my previous notion that focusing solely on my direct reports was the most important aspect of leadership. The book taught me that effective management goes beyond just overseeing tasks; it involves taking accountability for the broader dynamics at play.
In brief, here’s a takeaway to consider: evaluate the three tiers of teams in your professional sphere. Think about who is involved in each and whether you are truly functioning as a collaborative unit. A common error many fall into is overlooking secondary and third-tier teams, which often results in destructive office politics and a culture of blame. On the other hand, a very close-knit leadership group can become too exclusive, potentially sidelining crucial departments like customer support or design that should be integral to decision-making processes. Reflect on how you can inclusively foster a unified effort towards common organizational goals.
I’m about to share another significant insight from my journey as a people manager, but first, let me recount an incident from a company outing in Austin, Texas. Picture this: a lively evening on the notorious Sixth Street, known for its exuberant party scene. Amid the festivities, clad in my new cowboy boots and enjoying an abundance of bourbon, I unfortunately slipped and fell. The result? A trip to the emergency room for a CT scan and five stitches on my lip.
This mishap carries a crucial lesson. Indulging in alcohol excessively is not a team-building exercise. While moderate drinking can be part of social gatherings, it should not overshadow the event itself. In my early days of team management, I often mistook such outings as ideal team-building events. I used to organize grand nights out in central London, thinking they were great fun. However, I now realize that this approach could inadvertently exclude those who did not share the same idea of enjoyment.
This realization led me to understand the essence of creating inclusive team activities. They must cater to everyone’s enjoyment. In modifying my approach, I have come to prefer activities accessible during working hours and inclusive of non-drinkers. For example, during a consultancy project, I arranged a team dinner, which was inadvertently booked at a steakhouse by the salesperson, despite having a vegan engineer on the team. This oversight highlighted how crucial it is to consider everyone’s preferences in team activities.
These insights didn’t come from my managers but from my experience as a conference organizer. I help run DevOpsDays London, a nonprofit event aimed at fostering an inclusive and accessible community. Since 2017, we’ve been committed to eliminating barriers to participation, ensuring that everyone can engage if they choose to. This has been a significant part of my learning in building inclusive practices.
I’m really thrilled to see so many conferences now are following our example, and they’re adopting some of these more inclusive and accessible practices. This is taken directly from the welcome talk that I gave at DevOpsDays London. These are some of the ways that we try to create an inclusive and accessible space for the community. You can imagine using the same mindset at work, how am I going to create an inclusive and accessible environment for my team to do their best work?
Some of the mistakes I’ve made as a manager reveal some of my blind spots, and some of these things that you just learn through experience and you get better, and I hope that I have. To create an inclusive team, I always try to make sure that everybody has a voice. I make sure that team building activities are things that everyone can enjoy. More importantly than that, I try to create enough unstructured social time that team building just happens organically within the team.
Sometimes team meetings can be overly formal. Where is that unstructured time? Where are the team talking to each other about things that matter outside of work? Common mistakes I see people make as I did when I was starting to manage people is imposing your own preferences, likes and dislikes on your team. Having team building events outside of working hours, which really excludes people who maybe have young children or have caring responsibilities at home with their family, or even traveling greater distances. You’re accidentally excluding people by taking events outside of working hours. Also, it’s easy to bias towards the needs of the majority. Maybe you only have one vegan on your team. It’s like, they’ll be fine. Maybe you only have a small number of women on your team. Maybe you only have one person who doesn’t drink. I still believe that the best team building events are ones where everyone can enjoy them equally.
I’ve talked about inclusion. I’m about to talk about equity. This isn’t a talk about DEI, diversity, equity, and inclusion. This is a talk about managing people. I’ve talked about inclusion because as a manager, I think it’s my job to make sure that nobody in my team feels excluded. I’m going to talk about equity, because as a manager, I think it’s my job to make sure everyone in my team has an equal opportunity to succeed in their career. For me, equity is at the core of people management. Equality is treating everyone the same but equity is taking differences into account so everyone has a chance to succeed.
This isn’t a unique approach but a normal routine. It revolves around knowing where your team members are in their personal and professional journeys and tailoring your management approach to meet their current needs. This practice ensures that each team member gets the opportunity to thrive. I learned this through my experience; I once overlooked a significant aspect about managing people. Let me share a story involving Hannah at a bar. During a company off-site, I ended up alone in the hotel bar at 9 p.m., puzzled about why it was so empty.
Initially, I wondered where my team was and if we could enjoy a few drinks. However, it turned out that everyone else had young kids at home and cherished the idea of getting to sleep early at 9 p.m. They had all headed to their rooms, leaving me by myself. This was one of my early career blind spots about the parenting realities among my team members.
Consider this a glimpse into the sleep patterns of a baby throughout their first year—a challenging ordeal. This often reflects what home life is like for new parents on your team. As a manager, you might have protocols for rest and recovery when your team gets a sudden midnight call, ensuring they are alright the next morning. However, other night-time disturbances occur, unknown to you, that could affect their performance and well-being.
A colleague once told me that having children meant saying goodbye to sleep for about five years—an idea I originally dismissed as exaggerated. That perception changed when my sister had children. The reality of parenting hit me through my interactions with my niece and nephew, offering me valuable insights into managing new parents. Though I’ve not had the chance to manage new mothers in my career, I’ve had considerable experience with new fathers. My goal has always been to assure they could engage fully with their family life without the burden that they should skip it due to next-day work obligations. I firmly believe that both parents should get the opportunity to be there for their family whenever needed, without predefined roles that delegate night duties predominantly to one over the other.
While I may not have the power to change paternity leave policies directly, what I am capable of is offering flexibility. I can be aware, considerate, and ensure that the assignment of projects and expectations regarding the working hours for new parents are as accommodating as possible, acknowledging the unpredictable nature of each day. At the commencement of a high-pressure project, I make it a point to discuss with the team members if they believe the project might affect their familial life or if they’d prefer a different role than usual.
The ability to work from home has markedly transformed the lives of numerous individuals. The merging of personal, family, and professional life has been exceptional. In my teams, the appearance of a child during a meeting is a moment of celebration. It’s delightful because it’s appropriate that they participate. As long as it suits your family life, taking calls with your child on your lap is completely acceptable and encouraged in our team dynamics.
This next narrative might resonate as a grim tale for those who’ve experienced it. Curious about what it is? This tale will be called “Hannah’s years of denial.” For a long time, my mantra was, “I’m not a woman in tech. I don’t want to be treated differently. I’m just a person in tech,” failing to see how my gender indeed impacted my career opportunities in tech as a minority. What I’m referring to is the menstrual cycle—a topic often seen as taboo but is a stark reality comprising a challenging monthly ordeal for many.
Addressing women’s health issues, fertility, and family planning openly with the women I manage is crucial, though I observe it’s less prevalent among men, and seldom when the managers are male. Recognizing that there are days burdened with physical symptoms due to hormonal fluctuations is important. If you’re not familiar with what that entails, I suggest reading some informative blog posts on the subject. It’s imperative not to confront someone directly about personal health specifics in professional settings but being aware that tough days exist is beneficial. This understanding enables you to foster a supportive and adaptable workplace environment.
A recent study highlighted a significant barrier to career advancement for women: a lack of sponsorship. This unconscious bias is more evident once it is known. Women often receive abundant mentoring but insufficient sponsorship. This segues into a discussion on tailoring management styles to individual needs. There are distinctions among mentoring, coaching, and sponsorship, and understanding these differences is crucial.
Consider what support your direct reports require when you return to the office. Do they need a mentor to share knowledge and offer guidance to help them acquire new skills? Or do they need a coach to independently develop solutions through self-reflection and targeted questioning? Alternatively, might they benefit from a sponsor who can facilitate new opportunities and trust them with new responsibilities? The act of sponsoring can significantly propel someone’s career by providing them with opportunities to learn and succeed in new tasks.
I had the opportunity to sponsor a young woman for her first managerial role despite concerns from her current manager about her experience level. Drawing from my personal experience, I advocated for her opportunity to manage, believing in her potential as I was once trusted with similar responsibilities. By sponsoring her, I enabled her to undertake tasks that were previously deemed beyond her experience.
The outcome was outstanding. She excelled in her new role, justifying my decision to sponsor her. This experience underscores the importance of understanding the specific needs of your direct reports—whether they require mentoring, coaching, or sponsorship. Correctly identifying and meeting these needs can create a more equitable work environment, allowing for personalized paths to success in accordance with each individual’s goals and requirements.
Understanding the unique needs and personal goals of each individual is crucial when striving for equity. It involves adjusting the support provided based on the individual’s current career phase. Equally important is the need to recognize and challenge personal biases which often lead to women being over-mentored and under-sponsored in the workplace.
When attempting to achieve equality by treating everyone the same, unintended effects on personal lives may occur. Not all team members may be capable of delivering 150% at all times, which could hamper the development and opportunities for high performers and potentially lead to attrition. The worst-case scenario might include stress and burnout if the workload and responsibilities don’t align with the employee’s life situation. It’s crucial to consider the appropriate challenge and support for each person in accordance with their current life and career stage.
The topic of financial compensation and career advancement, often seen as delicate and complex, varies significantly across different organizations. My observations on pay and promotions stem from experience in medium to large companies, though it’s acknowledged that smaller companies may operate differently. Initially, no one explained to me the intricacies of managing pay and promotions, which are typically decided in private. I’ve learned that typically, a budget for pay raises and promotions is allocated semi-annually. This budget is divided from the top level of the company down through the hierarchy. Each level of leadership, from VPs to managers, allocates portions of this budget down the line, influencing pay and promotion decisions at various levels.
Initially, budgets are allocated in a top-down fashion. Subsequently, managers of individual contributors propose allocations based on their assessment of team merits. However, this method has flaws as talent distribution across teams is often unequal. In cases where budgets are divided equally among teams, further adjustments are necessary to achieve fairness. This recalibration process requires active collaboration with colleagues to ensure everyone’s agreement on the definition of roles like that of a senior engineer. If managers apply inconsistent standards, it leads to promotion disparities, which is unfair.
Typically, individual contributors are not privy to these dynamics, and managers might also be out of the loop unless there’s open communication. It’s crucial for managers to discuss and cooperate with leadership and peers to ensure budget allocations reflect individual contributions and potential for growth. Without such discussions, managers might hoard budgets, not redistributing funds where needed even if it means neglecting deserving candidates in other teams. This approach is neither just nor effective.
A vital part of this process involves identifying and addressing systemic inequalities and biases. It’s well-known that minority groups often receive lower compensation compared to their counterparts, potentially due to fewer years of experience or previous discriminatory practices. An analysis of salaries within a new team might reveal such disparities, with, for example, women earning significantly less than men. This recognition enables necessary corrective measures, fostering fairness within the organization.
Consistency and fairness in leadership are essential, particularly when it concerns job roles and expectations across a team. It’s important to employ checks and balances, ensuring all team members are evaluated equitably. Additionally, understanding the process plays a crucial role, especially for individuals who are new to management. Many managers, including myself when I was new, were never formally educated on the intricacies of handling promotions and pay adjustments proficiently.
Understanding the timeline of promotions and pay raises is critical. For instance, approaching a manager for a promotion in August, after promotional recommendations and budget allocations are completed in July, illustrates poor timing. Knowledge of such schedules and the procedural norms of the organization is vital. Openness about how decisions are made, who makes them, and the criteria used during evaluations aids immensely in setting realistic expectations and preparing adequately for assessments.
The repercussions of opacity can be severe, such as dissatisfaction and grievances from employees who feel blindsided by the outcomes of promotion or pay raise processes. If an employee is unexpectedly displeased, it likely stems from a lack of communication about their expectations or from misunderstandings about the timing appropriate for these discussions. Often, these are matters settled well before they are addressed in feedback sessions.
Transparency remains a cornerstone of effective management, especially concerning promotions. Understanding and managing an employee’s expectations requires continuous dialogue, not restricted to an annual review. Continuous feedback and encouragement for ongoing improvement are pivotal in aligning expectations and enhancing performance consistently throughout the year.
I will consider you for a promotion in six months, but currently, I believe your chances of success are minimal, so I won’t recommend you at this time. It’s possible to discuss this openly. Although it’s a tough conversation, it helps manage expectations and minimizes disappointment when actual outcomes don’t meet those expectations. I always advise my team members that individual career trajectories vary, and it’s important not to measure your progress against others.
Identify your unique qualities and deliberately integrate them into what you do. In our ongoing feedback process, it’s crucial to fully grasp the strengths and weaknesses of those you manage, and to develop a promotional strategy that emphasizes their strong points rather than exposing their shortcomings. Tailor your approach to enhance their innate capabilities, and support them in amplifying what they naturally do best.
In my experience managing others, I’ve noticed that the qualities that distinguish us can also be double-edged swords. For instance, early in my career, I received feedback that I was overly light-hearted which might be seen as not taking things seriously. Yet, at the same time, people appreciated the positive energy and enjoyment I brought to the team. It’s essential to contextualize such feedback and use it to your advantage by finding opportunities where your unique traits are assets, not liabilities. Furthermore, being aware of how you’re perceived differently is vital so that it’s not considered a flaw. We cannot treat everyone identically because of our inherent differences. Instead of aiming for uniformity in evaluation, compensation, and promotion processes, we aim for equity, striving to create a setting where everyone has a fair chance to succeed, which will manifest differently for each individual.
To encapsulate the lessons I have learned from implementing multiple compensation and performance management initiatives, my philosophy centers on rewarding impact. I value team players who enhance their colleagues’ capabilities, share their knowledge, and foster a collaborative environment. Furthermore, I recognize individuals with potential, those whom I envision as future pillars of the team. Transparency is pivotal; I ensure the timeline is known to all, including those not in leadership positions.
Effective performance management is not confined to semi-annual reviews but is a dynamic, ongoing process. Constant expectation management is crucial. Matching individuals to their suitable roles plays a significant role, and understanding oneself is vital, aided by managers who tailor opportunities to fit the individual, acknowledging that these may not suit everyone. A prevalent oversight in these processes occurs when decisions are made unilaterally, often in private settings or solely at the discretion of upper management, excluding those directly overseeing the employees.
Such exclusivity diminishes chances for collaboration, consistency, and addressing potential biases unrelated to actual performance. A common mistake is striving for egalitarian reward distribution, which can lead to ineffective resource allocation, famously criticized as “peanut butter spreading” – evenly distributing resources without regard for individual contribution or need. It is also typical during reviews to concentrate on deficits; however, these so-called weaknesses can often be strengths in disguise. Recognizing and leveraging these unique strengths can be more advantageous.
As a manager, I have navigated through tough scenarios such as layoffs and mergers, each presenting distinct emotional challenges and uncertainties among the team. Discussing my managerial role during these turbulent times is crucial. Whether dealing with stressful reorganizations or navigating company acquisitions, understanding and alleviating team anxieties is essential. Iconic figures like Barbra Streisand, Dolly Parton, and Rihanna have been my mentors through their transformative approaches to leadership and resilience.
One critical piece of advice I can offer about handling the tough days is to remain present. Be there for your team. It’s completely acceptable to acknowledge when things aren’t alright. In the past, despite feeling upset, angry, or concerned, I’ve always aimed to foster an environment where we can collectively experience these emotions and discuss them. I emphasize to the team that it’s not a day to simply persist without acknowledgement of our feelings. If someone needs a break, or to log off for a bit, that’s fine. For those wanting company, I’ll set up a Zoom room open for anyone to join throughout the day, providing a space to connect and share our thoughts and concerns together.
More often than not, we end up being the shield in stormy weather. These difficult days are filled with ambiguity and uncertainty where definite answers are not yet available. In such situations, it’s tough to stand before the team without any concrete information. The best approach is maintaining authenticity and transparency about what’s known. While it’s beneficial to mitigate gossip and discourage people from overreacting, the reality is that you’re experiencing this alongside them. A strategy that has worked for me is to literally be there with them throughout the process. Additionally, in times of significant changes like acquisitions or restructuring, I’ve found it helpful to allocate time to express all underlying fears, however irrational they may seem, through what I call an “anxiety party.” We dedicate time solely to air out our fears, then collectively address and rationalize them. This group activity can be incredibly effective during periods of major change and uncertainty.
On challenging days, my advice is simple: it’s okay to feel like you’re not okay. Allow yourself the space to express your emotions openly and clearly. Understanding your feelings takes time, and instant recovery is unrealistic. Reflecting on extreme scenarios can also be beneficial. For instance, consider what steps to take if you unexpectedly lost your job tomorrow. Planning these actions in advance can reduce worry. Furthermore, as a leader, it’s crucial to provide a safe space where you can voice frustrations—a vital aspect since your reactions significantly influence your team.
Exercise caution in how you manage and disclose your stress and anxiety, especially who you confide in. While it’s essential to acknowledge when things aren’t fine, remember as a manager, your disposition greatly affects your team. Your stress could potentially exacerbate any existing issues within the team.
I’d also like to discuss the significant role of leadership in utilizing power consciously. An effective leader can profoundly impact lives. My commitment to diversity, equity, and inclusion is strong although initially, my approach was passive. However, a significant quote by Banksy regarding the racial injustices amplified by George Floyd’s murder transformed my perspective. “At first I thought I should just shut up and listen to black people about this issue. Why would I do that? It’s not their problem. It’s mine.” This quote underlined that racial issues are not just for those directly affected to resolve but are issues that others, particularly in dominant groups, must address. Banksy’s analogy of a broken pipe flooding an apartment captures the essence of systemic problems impacting those who are often powerless to fix them.
Living on the lower floors can be significantly tougher, while existing higher up comes with its advantages. Acknowledging that I benefit from being white, British, and having a supportive family background, I am mindful of my standing. However, I’m also part of a minority as a woman in a predominantly male-oriented society. Challenges like racism, sexism, and homophobia predominantly need to be addressed by those who do not experience them directly. If you are in a privileged position, are you inattentive to the issues, or are you actively attempting to address them?
With the privilege and power at my disposal, I am committed to making life easier for those who, through no fault of their own, find themselves with less. There are straightforward ways to be proactive about this in our professional lives. It doesn’t require grand gestures. For example, as a woman, I often find myself being interrupted during discussions, a common experience for many women. If you witness this happening within your team, will you speak up or steer the discussion back to her to ensure her voice is heard on an equal footing?
In many scenarios, women disproportionately handle menial tasks, expected to manage schedules, take meeting notes, or organize company events, contributing to harmony and productivity. If you’re in a leadership role, could you ensure such tasks are evenly distributed among all genders? Also, imagine there are no openly gay individuals in your workplace yet someone makes a homophobic remark. Would you still recognize it as an issue and address it, or would you dismiss it? These might seem like minor actions, but choosing to act, rather than remain passive, can make a significant difference.
Active engagement in addressing issues that matter compared to passivity could be the defining quality in leadership. If your upstairs neighbors ignore the drips, issues like the leaky pipe persist unabated. Let this resonate with you: “Possibly, a true measure of a manager is how they utilize their power.” What changes are you willing to initiate?
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September 03, 2024
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