A primer on my management style for new teammates
Portfolio | Writing | Leadership
January 2024
I like to share this write-up with new teammates. It sheds some light on how I work and gives a sense of why. These aren't rigid rules — they're signals about what to expect and how to get the most out of working together.
How I Manage
Teamwork is key. I'm here to help you understand our goals and figure out how to reach them, not to micromanage how you do your job. We'll tackle big issues together, and you'll handle the details. If something about the plan doesn't seem right, I want to know. Otherwise, you're driving.
Keeping projects on track. I like the agile way of doing things — bite-sized tasks and frequent check-ins. For bigger, more structured projects, just keep me updated, especially when deadlines are near. I'm happy to jump in whenever. Pull the "Andon cord" if you see something that needs to be fixed.
Dealing with Data
Write stuff down. Whether we're in the office or working remotely, keeping track of what we do is essential. I'm all about clear records — code notes, documents, slides. Just make sure there's something solid that won't get lost in email threads.
Make it easy for everyone. Our job is to make sure the right people can get the right information easily. Keep things simple and straightforward — too much info can be overwhelming.
Stay organized. When sharing data, keep it neat: one thing per row, one detail per column. See Hadley Wickham's Tidy Data or Joe Reis's Practical Data Modeling for guidance.
Be clear and consistent. Use clear names for projects and stick to YYYY-MM-DD date formatting. It makes everyone's life easier.
Working with Others
Think about the big picture. Different people see things differently. What makes sense at the top might not click with someone on the ground — try to connect the dots.
Customer first. Always put the customer first. Listen to them, whether they're internal or external, and make sure they feel heard.
Keep it friendly. Be professional with partners. I try to avoid unnecessary conflict. You should feel confident in your expertise, but there's no harm in being kind about it.
Meetings and Chats
Your time, your agenda. Our one-on-ones are for you to steer. We can talk about your career, day-to-day challenges, or anything else on your mind. Early on, I'd also like to hear about your goals.
Group work. Team meetings are for sharing and getting feedback. We'll meet weekly, and I'd love for you to schedule a quarterly conversation about your broader career goals and how I can help.
Keep meetings on point. Have an agenda — or at least a couple of points — ready before you call a meeting. I like to kick off with something light or personal. Being on time matters, and always wrap up with a clear recap or follow-up actions.
Feedback. I'm all ears if you've got feedback for me, and I'll share my thoughts too. Feedback helps us all do better.
Let's go do something great together.
— John
