Manager Manifesto


  • Giving critical feedback or having difficult conversations
  • Assessing whether a product is ready for launch
  • Designing and executing a realistic roadmap
  • Setting good goals with accountability
  • Building viable new products
  • Managing a team during “war time” versus “peace time”
  • Defining quality
  • Determining who to hire
  • Understanding people’s skills, strengths, and growth trajectories

Helping people reach a common goal

  • Listening and learning about people’s aspirations and frustrations.
  • Mentoring and advising, generally in the form of providing frameworks rather than here’s-what-you-should-be-doing’s (which is a whole topic for another time).
  • Designing better and more efficient ways for people to communicate, work, or learn.
  • Context-switching often in your day-to-day.
  • Playing a key role in the flow of communication (writing, sharing, meeting, presenting).
  • Owning the outcome of the team’s successes and failures, even if you won’t make all the decisions yourself.

note : not mine and nor I wanted to take credit on this points. I took this note awhile ago and unfortunately didn’t put the source link.

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