Bryan Power

When you go from being someone who in their day job does a certain thing to getting worked on through other people, which is what being a manager is, you have to completely reframe how you think about solving problems. And then again, when you now are a leader who is managing people who lead teams, you have to go through a whole other loop. Like you're not managing the team anymore.

When you go from being someone who in their day job does a certain thing to getting worked on through other people, which is what being a manager is, you have to completely reframe how you think about solving problems. And then again, when you now are a leader who is managing people who lead teams, you have to go through a whole other loop. Like you're not managing the team anymore.

So the process of unlearning and then learning new things, you want to have time to really reflect on how you're doing things versus just how do I get promoted or what's the next thing I want to be a part of.

So the process of unlearning and then learning new things, you want to have time to really reflect on how you're doing things versus just how do I get promoted or what's the next thing I want to be a part of.

I think when people become that like manager where they need to delegate for the first time, It's very rare they get it right the first go. But they usually do one of two things. They either keep managing too much so they continue to do what they used to do. And that stands out right away because most people don't want to be micromanaged and it stands out like get away from me.

I think when people become that like manager where they need to delegate for the first time, It's very rare they get it right the first go. But they usually do one of two things. They either keep managing too much so they continue to do what they used to do. And that stands out right away because most people don't want to be micromanaged and it stands out like get away from me.

But what equally happens is people don't manage. They just give so much space that the team is no longer really moving at the same pace or level of quality that... It should, you know, and I think people oftentimes trip themselves up there because they don't want to be a micromanager.

But what equally happens is people don't manage. They just give so much space that the team is no longer really moving at the same pace or level of quality that... It should, you know, and I think people oftentimes trip themselves up there because they don't want to be a micromanager.

And so they overcorrect to like leaving everyone alone, avoiding difficult conversations, not giving people the information they need to get to the next level because they want to be liked and not be seen as adding pressure.

And so they overcorrect to like leaving everyone alone, avoiding difficult conversations, not giving people the information they need to get to the next level because they want to be liked and not be seen as adding pressure.

And so I think you go one of these two ways and then you find your way back to what's the right balance of providing clear direction, training someone to do the right way, giving them feedback when they're not doing it the way that they should, as well as giving people the space and autonomy to grow in their role.

And so I think you go one of these two ways and then you find your way back to what's the right balance of providing clear direction, training someone to do the right way, giving them feedback when they're not doing it the way that they should, as well as giving people the space and autonomy to grow in their role.

Like ultimately, good managers find that that equilibrium and know how to go both ways. I think when people first start, they kind of know how to do one. Except in the rare case, it's very rare people can do both really well. And so just being self-aware of yourself, like where are you going to end up? Are you going to be too accommodating? Or are you going to be too assertive?

Like ultimately, good managers find that that equilibrium and know how to go both ways. I think when people first start, they kind of know how to do one. Except in the rare case, it's very rare people can do both really well. And so just being self-aware of yourself, like where are you going to end up? Are you going to be too accommodating? Or are you going to be too assertive?

You probably have a point of view on yourself when you're making that transition. And it's to really practice the one that's a little less natural to you and make sure you're building up both of those capabilities.

You probably have a point of view on yourself when you're making that transition. And it's to really practice the one that's a little less natural to you and make sure you're building up both of those capabilities.

I think I won't pick the boss because the boss is going to play a role no matter what. You're going to get feedback. But how do you think through this problem? What's helped me is identifying people early on that you're coming up with the organization with. They're kind of like your work friends. You see things the same way. You can finish each other's sentences.

I think I won't pick the boss because the boss is going to play a role no matter what. You're going to get feedback. But how do you think through this problem? What's helped me is identifying people early on that you're coming up with the organization with. They're kind of like your work friends. You see things the same way. You can finish each other's sentences.

That can give you a great space just to work through what you're going through. But then I've also found finding someone who is successful in a very different way from you This is the person, it can be somewhat of a symbiotic relationship. You can kind of contrast your strengths and their strengths.

That can give you a great space just to work through what you're going through. But then I've also found finding someone who is successful in a very different way from you This is the person, it can be somewhat of a symbiotic relationship. You can kind of contrast your strengths and their strengths.