As some of my readers know, I’ve taken the last year off from the corporate world. I’ve done some things on my own, sold some things on eBay, and worked as a contractor for a mining pool. Now that I’m back into interviews, one thing I get asked more than ever before is about my management style.
I prefer to think of it as a management mindset, as the style would adjust to each minion’s needs and “work language” for lack of a better term. And despite relatively little formal management training, I’ve come to a coherent and occasionally appreciated position.
You can only be as good a manager as your manager is to you.
A large part of team management is proxying in both directions between the people who report to you, and the person or people you report to. Your reach and control is probably limited — you can’t usually spend more than the budget allows on salary, or eliminate 7am calls for your west coast team because a manager three levels up wants 10am meetings from his east coast office.
But on a more granular level, if your own manager isn’t supportive of what you need for your employees, there’s only so much you can do to make that happen. This is often because your manager’s manager is limited, and on up many levels.
This can be an uncomfortable maxim to present to a prospective or current manager, as some will take it as a personal affront. But good managers (leaders) will understand that it’s reality, and they can’t do more for you than their manager permits (generally speaking). They probably know it even if they haven’t specifically thought about it.
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rsts11 - Robert Novak on system administration 