I often joke that I'm as much of a resource as I am a boss—maybe even more so. Management, to me, isn't about creating a strict hierarchy; it's about building a team where everyone feels equally valued and empowered. My ideal team structure isn’t tiers of people, it’s peers of people. Everyone rowing together, independently but in sync, toward the same goals.
High Autonomy and Unified Direction
My management style has always leaned toward giving my team members a high degree of autonomy. I believe deeply in empowering individuals to take ownership of their work. Yes, autonomy can sometimes lead to paths that diverge slightly from the original plan, but I see those moments as opportunities rather than setbacks. When you trust your team to explore and innovate independently, they're more likely to surprise you with solutions that are creative, efficient, and often better than you’d envisioned.
At the same time, autonomy needs guidance. My job as a manager is to steer the boat, ensuring everyone understands the direction we're heading. Clarity of vision paired with freedom of execution is how we find the sweet spot for productivity and innovation.
Assume Positive Intent
One principle I consistently emphasize is assuming positive intent. Workplaces thrive on trust, and trust starts when we believe that everyone is acting from a place of goodwill. Whenever an issue arises, I encourage my team—and remind myself—to first assume that the person involved had good intentions. From there, we can calmly get to the root cause without defensiveness or blame.
Ownership and Accountability
Another cornerstone of my approach is promoting ownership. I consistently model that problems or roadblocks are first mine to address. When something goes wrong, my default reaction is to assume responsibility until proven otherwise. I encourage my team members to adopt the same mindset. This isn't about taking blame—it's about fostering a culture where everyone feels safe to acknowledge issues openly, knowing we'll solve them together.
Vulnerability and Team Morale
Creating an environment of trust and openness also means being vulnerable myself. During one-on-ones, I freely share my own challenges, personal and professional. This openness helps my team feel comfortable sharing their own struggles without fear of judgment. After all, we're all human, and recognizing this shared humanity strengthens our bonds and boosts morale.
My goal is always to foster camaraderie, ensuring people feel not only valued but genuinely connected. Whether it’s sharing a laugh about a frustrating technical problem or openly discussing life’s inevitable ups and downs, authenticity goes a long way in creating a resilient and supportive team culture.
In the end, management for me isn’t about exerting authority, it’s about building an empowered team that trusts each other, supports each other, and confidently moves toward shared success.
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