Random internet manager here šš½ I have so many thoughts here and if you donāt know me, Iām known for building psychologically safe and efficient teams. Some of my favorite compliments Iāve received about my management are: 1- āyour team would run through brick walls for youā. 2- āyour team doesnāt play about you, even when youāre not aroundā 3- many of my engineers saying theyād following me āanywhereā
I know itās not common but I LOVE trying to be the best manager I can be to each person on my team. However, I understand that mode of thinking isnāt for everyone.
But no matter what your mindset is on management, I truly believe a few ways of working will help you build an effective and stable team thatās built to last.
First, the quoted post is right. Some managers intentionally donāt grow engineers to keep the team āstableā. But if an engineer feels they donāt have room to grow and/or are unhappy, theyāre not going to do their best work. Potentially creating a drag on the team until they finally find their exit. If you have motivated people, do your best to align them with what makes them tick and let them soar. Quality people will always be able to leave, help them see the value in staying. And when it does come time for them to leave, donāt take it personal. Itās a job š
Second, if onboarding people is a grueling task, dig into why. Yes, people take time to get organizational context, but are there other onboarding changes you could make to make things more smooth? Outdated documentation? Breaking down knowledge siloes? Engineers who donāt want to help their team? Whatever it is, lessen the impact of the onboarding drag.
Third, great employees are hard to find. If you find a few, do you really want to lose them because youāre scared theyāll leave? IMHO, I prefer to give these phenomenal employees a work environment thatās hard to find elsewhere. Giving a crap puts you ahead of majority of managers.
Fourth, I want to acknowledge that the industry is in a tight spot right now. If you lose someone, you may not get the backfill. Which can feel scary when the workload isnāt decreasing. But even with the potential of losing the headcount, I still stand by the fact that limiting your peopleās growth isnāt the fix here. If anything, managers should lean into coaching and aligning their people with high impact work in case the teamās value ever comes into question.
Lastly, remember that your best people can always leave. If theyāre good enough, thereās likely always another company that wants them. Refusing to nurture their career will only expedite their exit. My approach is to make sure they enjoy their time under my management so I can slowly but surely build my āforever teamā of people Iād hire anywhere I work.
Most managers already know how to run great 1:1s. They choose not to because their org punishes them for it.
Every experienced manager has heard the advice. Let your reports own the agenda. Focus on their growth. Coach instead of direct. They learned it in their first leadership training. Theyāve read the books. Theyāve nodded along in the workshops.
They still run status update 1:1s. And the reason is structural.
A manager who develops their reports well creates people who get promoted out, get poached, or start asking for the managerās job. A manager who runs low-energy status updates keeps the team stable, dependent, and unlikely to leave. HR tracks attrition as a negative on the managerās scorecard. Nobody tracks āI developed three people so well they all got promoted in 18 monthsā as a win.
The incentive math is brutal. Develop your people ā they leave ā you backfill ā you spend 6 months ramping a new hire ā your teamās output craters during the transition ā your performance review suffers. Run status updates ā team stays put ā output is predictable ā you look like a stable operator.
This is why advice like this resonates massively and changes almost nobodyās behavior. The managers reading and bookmarking it will open their next 1:1 on Monday and ask āso whatās your status on the Q2 deliverables?ā Because their org rewards exactly that.
The managers who actually run great 1:1s tend to work at companies where developing people out of your team is celebrated. Those orgs are rare. And until that changes, most 1:1s stay exactly where they are: status updates with a calendar invite.