Articles
Managing people
The things a manager has to get good at, usually without anyone having shown them how.
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You're not coaching them. You're mentoring them. And that's fine — just know which one you're doing.
Coaching and mentoring solve different problems. What separates them, when each one is the right call, and what goes wrong when a manager reaches for the wrong one.
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Your best technician is now your worst manager
Most people are promoted because they were good at the job, not because anyone taught them to manage. What that costs, and what usually sits underneath it.
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Your team isn't lazy or difficult. It's probably just storming.
A team that has started arguing is usually not broken. Tuckman's storming stage, why small teams get stuck in it, and the feedback habit that moves them on.
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