Comment by hliyan
8 years ago
I have a different algorithm, which I have successfully used twice: assume the duties of someone one level lower than your designation for at least a month. If you're a tech lead, drop into the shoes of an engineer; if you're a director/VP, drop into the shoes of an architect (provided you're in the technical track). Get down to the weeds. You will not only build a better mental picture of goings-on from first hand experience, the team will more readily accept you as one of their own.
I wish this is how all managers thought. Most love to stay on their level, and know nothing of what is actually going on a step below them. They take pride in pushing information up or down the chain without an inkling of how anything actually runs/works.
I forgot to mention how I learned to do this: apparently when Walter Chrysler Jr. joined Chrysler, his father did not put him straight away in an executive position like the other car company founders did. Instead, his first job was to clean out the basement of the Chrysler building. From there, he had to work his way up. It is said Chrysler Jr. became a proper manager as a result. I heard this story while I was a teenager and never forgot it...
I'm sure the promotion committee had a tough time making that call...
What if you’re starting at an entry level position?
Then you very often won't be doing much (hopefully nothing) that is critical and it's your superiors' and your seniors' job to get you to the point where you can.