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Bursts of Color - Training New Managers

Bursts of Color - Training New Managers
By Geoff Donaker • Issue #55 • View online
It’s the nature of fast-growing companies that many of us are doing things for the first time. This is particularly true in management, as sometimes even the founders and other senior folks have little to no experience managing people. This has obvious advantages (no bad habits) as well as disadvantages (amateur hour).
The magic question is usually: how can we get these new managers up the steep learning curve as quickly as possible?

Example workshops from LeaderKit
Example workshops from LeaderKit
A Monthly Workshop for Training Managers
LeaderKit from Rising Team is a subscription toolkit for managers that develops one key leadership theme each month. Each kit includes training, a tool or assessment to use with the team, and a fully-guided team-building workshop on each month’s theme, plus access to a support community of other managers and coaches and weekly leadership tips to continue the practice. Think of this as a 1-2 hour monthly training that’s way cheaper and more scalable than outside consultants. If you’d like a live demo, I’m happy to introduce you to founder Jen Dulski. Disclaimer: I’m also an investor.
Tips for New Engineering Managers
Michael Stoppelman, my longtime friend and Burst advisor, experienced his own steep learning curve at Yelp, where he joined early and built a team of 500 as SVP Engineering. He shares some suggestions in this Primer for New Engineering Managers. Here’s a taste:
As a manager you have a new job, you shift from a builder of software systems to building a fault tolerant engineering team made of people not bytes. It’s a different problem that requires new skills and tools. It’s an exciting challenge and one that is just as rewarding as software engineering but includes much more focus on communicating with people than computers.
Starbucks & More Tips for New Managers
Starbucks founder Howard Schultz has said:
The most important person in our company has always been the store manager.
The concept here is simple: though the executive team in Seattle makes a bunch of important decisions, it is the local store manager who hires, trains and leads every barista. As a result, that means that a customer’s experience – how clean is the store, are we greeted with a smile, how good is our drink – all comes back to that local store manager. For new managers, getting used to this responsibility can be pretty daunting, so I wrote down a few of my own suggested Dos and Don'ts in Welcome to Management.
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Geoff Donaker

Bursts of Color is a newsletter for start-up leaders who work with Burst Capital. It's meant to include products, people and ideas that I think are interesting and maybe relevant for you.

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