Maria Angelidou

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.

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.

You know, this actually topic is near and dear to my heart. So when I was at Meta, in addition to my core responsibilities, I was also a functional leader for product management. And one of the things that I did at Meta is I introduced PM archetypes. exactly for that problem because you're going to have people who are brilliant ICs.

You know, this actually topic is near and dear to my heart. So when I was at Meta, in addition to my core responsibilities, I was also a functional leader for product management. And one of the things that I did at Meta is I introduced PM archetypes. exactly for that problem because you're going to have people who are brilliant ICs.

You know, this actually topic is near and dear to my heart. So when I was at Meta, in addition to my core responsibilities, I was also a functional leader for product management. And one of the things that I did at Meta is I introduced PM archetypes. exactly for that problem because you're going to have people who are brilliant ICs.

If there's no clear career progression for them, they feel pressure to transition into management. Oftentimes, that's not the right decision for them and for the company because it's much harder to find very senior ICs who have superpowers on different topics than to find managers. So So I introduced this archetypes. There were certain characteristics that they were spiking on.

If there's no clear career progression for them, they feel pressure to transition into management. Oftentimes, that's not the right decision for them and for the company because it's much harder to find very senior ICs who have superpowers on different topics than to find managers. So So I introduced this archetypes. There were certain characteristics that they were spiking on.

If there's no clear career progression for them, they feel pressure to transition into management. Oftentimes, that's not the right decision for them and for the company because it's much harder to find very senior ICs who have superpowers on different topics than to find managers. So So I introduced this archetypes. There were certain characteristics that they were spiking on.

For that exact reason is that you could go all the way up to VP on this IC truck.

For that exact reason is that you could go all the way up to VP on this IC truck.

For that exact reason is that you could go all the way up to VP on this IC truck.

So the ones that I work with the team to introduce were, in addition kind of to generalist track, you had captain. So captain is someone who excels in managing insanely complex projects. You need to have a central strategy, but then to bring them to life, you have to manage 10, 20 teams who are executing on this central strategy.

So the ones that I work with the team to introduce were, in addition kind of to generalist track, you had captain. So captain is someone who excels in managing insanely complex projects. You need to have a central strategy, but then to bring them to life, you have to manage 10, 20 teams who are executing on this central strategy.

So the ones that I work with the team to introduce were, in addition kind of to generalist track, you had captain. So captain is someone who excels in managing insanely complex projects. You need to have a central strategy, but then to bring them to life, you have to manage 10, 20 teams who are executing on this central strategy.

The second one is entrepreneur. So this is, especially in big companies, you really need to protect that talent. And these are the people who are incredible for zero to one. bringing ideas to life and then getting them to product market fit. And so they are just excellent, just getting the team together, getting them inspired, motivated, and iterating on an idea to get it to work.

The second one is entrepreneur. So this is, especially in big companies, you really need to protect that talent. And these are the people who are incredible for zero to one. bringing ideas to life and then getting them to product market fit. And so they are just excellent, just getting the team together, getting them inspired, motivated, and iterating on an idea to get it to work.

The second one is entrepreneur. So this is, especially in big companies, you really need to protect that talent. And these are the people who are incredible for zero to one. bringing ideas to life and then getting them to product market fit. And so they are just excellent, just getting the team together, getting them inspired, motivated, and iterating on an idea to get it to work.

So that's the second archetype. And then the next one, the third one, and the last one was specialist. So these are the people who have just some very, very deep expertise in a specific domain, like integrity, growth, ML, things like that.

So that's the second archetype. And then the next one, the third one, and the last one was specialist. So these are the people who have just some very, very deep expertise in a specific domain, like integrity, growth, ML, things like that.

So that's the second archetype. And then the next one, the third one, and the last one was specialist. So these are the people who have just some very, very deep expertise in a specific domain, like integrity, growth, ML, things like that.