Something not commonly talked about is knowing how to respect the IC's that a lead/manager will manage. All the bad leads/managers i've had, had always been people who would jump to please their bosses and take on horrible deadlines or scopes that put huge amounts of stress on the people they managed. This lack of awareness to a balance in productivity for personal gain is very apparent to your employees and they will lash out by slacking, leaving the company, or sabotaging the project just to get one over the lead/manager. The best managers i've had will push back against their bosses and tell them what's realistically possible to do because they're aware of their employees stengths and weaknesses, knows that en employee just had a personal tragedy and won't be able to be working at 100% for the forceeable future, etc etc. lastly i've seen companies try measuring things like lines of code committed per day, and that never ever works out the way upper management thinks.
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Something not commonly talked about is knowing how to respect the IC's that a lead/manager will manage. All the bad leads/managers i've had, had always been people who would jump to please their bosses and take on horrible deadlines or scopes that put huge amounts of stress on the people they managed. This lack of awareness to a balance in productivity for personal gain is very apparent to your employees and they will lash out by slacking, leaving the company, or sabotaging the project just to get one over the lead/manager. The best managers i've had will push back against their bosses and tell them what's realistically possible to do because they're aware of their employees stengths and weaknesses, knows that en employee just had a personal tragedy and won't be able to be working at 100% for the forceeable future, etc etc. lastly i've seen companies try measuring things like lines of code committed per day, and that never ever works out the way upper management thinks.