Comment by AdamN
1 day ago
You're making a nuanced point but it's correct. Good managers can give a little motivation (mostly by talking about and finding the right areas to work on for those people that don't otherwise already know). But for the most part good management is buffering the core that allows individuals own motivation to be self-sustaining (and productive over time) and also making sure that people aren't on a path that won't be useful (i.e. the manager knows the company will never fund phase 2).
Good managers will help you find your own motivation and set you up to follow it. Bad managers will kill it.
In this case, I would prefer an average manager that does not try to interfere with my motivations.
this makes sense, but can be at odds with the reason you're there. If your manager is not working to align your personal motivations with those of the organization they are failing. I don't believe it's a spectrum of good-bad management and "level of motivational interference". An "average manager" just does a weak job at the individual-organizational alignment.
Great managers absolutely can provide motivation. They can have a genuinely compelling vision for a product - "we're going to build the best damn FooGadget on the web". They can figure out what motivates their reports and work to make it transparent to them - for example some engineers like to see positive client feedback, whilst other engineers like having thorny problems to solve.
Yes. It stands to reason that if a manager can demotivate you, then they must be able to do the opposite. Both building the vibe and killing it can achieve that in terms of extrinsic motivation, culture, the psychological contract, and so on.
These are important factors to consider for people who work in highly collaborative teams as opposed to those who prefer to be 10x lone wolves, which is the impression I get from the article and the overall startup vibe I've experienced over the past few years.
HN might be over-indexed on the "leave me alone to do my work", "I don't have friends I have colleagues," type of person but it's not representative of the entire population.
> It stands to reason that if a manager can demotivate you, then they must be able to do the opposite.
You share that with no justification. There's no such "reason".
4 replies →
>> highly collaborative teams as opposed to those who prefer to be 10x lone wolves
I was a decent developer and a much better manager, and I think a big part of it was I learned these are different games. By the time we hit multiple dev teams I had good success framing it wtih senior ICs like this: "If you want to get 10% better (better in context of what they are defining) this year, that's really, really hard. But it would be easy for you to make everyone on the team 2-3% better, and our net improvement would be well over 10%." We then talk & plan relatively straight-forward ways to make this happen, and mix in explicit personal improvement/growth components. They're motivated, they make their teammates motivated, they make me motivated. Meanwhile the 10x'er (not sure I've had one of those) keeps grinding it out in the minor leagues.