Maria Angelidou

that I was listening to her and then I thought, you know, it's either a bunch of BS or there's something that I really don't understand about this company, you know, from everything, just from outside in, everything I know about it, right? So she invites me on site and it ends up being a loop of interviews. And I go. And then on my way back, you know, my house is in Menlo Park, California.

And so it's 15 minutes away from the headquarters. And so it took me 15 minutes to get home. And I'm not even at my house yet. And I am pulling into my driveway and my phone rings and it's Facebook offering me a job. And so I was so impressed. It took them literally less than 15 minutes from the time I left to discuss, debrief, do whatever they needed to do to offer me a job, right?

And so it's 15 minutes away from the headquarters. And so it took me 15 minutes to get home. And I'm not even at my house yet. And I am pulling into my driveway and my phone rings and it's Facebook offering me a job. And so I was so impressed. It took them literally less than 15 minutes from the time I left to discuss, debrief, do whatever they needed to do to offer me a job, right?

And so it's 15 minutes away from the headquarters. And so it took me 15 minutes to get home. And I'm not even at my house yet. And I am pulling into my driveway and my phone rings and it's Facebook offering me a job. And so I was so impressed. It took them literally less than 15 minutes from the time I left to discuss, debrief, do whatever they needed to do to offer me a job, right?

Incredibly impressive.

Incredibly impressive.

Incredibly impressive.

Maybe 3,000 people. Yeah, something like that. And the product team was very, very small, maybe less than 100.

Maybe 3,000 people. Yeah, something like that. And the product team was very, very small, maybe less than 100.

Maybe 3,000 people. Yeah, something like that. And the product team was very, very small, maybe less than 100.

Product manager.

Product manager.

Product manager.

So my perspective is that a manager is responsible first and foremost for the outcomes of their team. That means that you as a manager need to do whatever you can, everything that you have in your control to de-risk and make sure that your team delivers on what they sign up for. When you transition from IC to a manager, there are two things that will change for you.

So my perspective is that a manager is responsible first and foremost for the outcomes of their team. That means that you as a manager need to do whatever you can, everything that you have in your control to de-risk and make sure that your team delivers on what they sign up for. When you transition from IC to a manager, there are two things that will change for you.

So my perspective is that a manager is responsible first and foremost for the outcomes of their team. That means that you as a manager need to do whatever you can, everything that you have in your control to de-risk and make sure that your team delivers on what they sign up for. When you transition from IC to a manager, there are two things that will change for you.

Number one is you're no longer responsible for just the product that you're working on directly. You're responsible for all the products that your team is working on, right? Like every one of them. That's one. And two, you're responsible for the people on your team. So, you know, you need to understand their weaknesses and their development areas and their strengths.

Number one is you're no longer responsible for just the product that you're working on directly. You're responsible for all the products that your team is working on, right? Like every one of them. That's one. And two, you're responsible for the people on your team. So, you know, you need to understand their weaknesses and their development areas and their strengths.

Number one is you're no longer responsible for just the product that you're working on directly. You're responsible for all the products that your team is working on, right? Like every one of them. That's one. And two, you're responsible for the people on your team. So, you know, you need to understand their weaknesses and their development areas and their strengths.

You need to manage, you know, deal with underperformance. You need to get them to the next level. The sooner you change your mindset about those two things as you transition, the better it is.