I was recently talking to a friend who, through a dramatic turn of events, has found herself as the senior-most data leader at her company. Where she previously managed a small team, she is now abruptly responsible for supporting and growing the careers of every individual contributor in the organization, roadmapping and coordinating across three separate data teams, and generally trying to create a sense of stability for the everyone else during a chaotic time. It’s the type of situation that people hear about and wince, remarking half-heartedly that it’s a huge opportunity while knowing full well that it’s going to be rough.
THIS! Sometimes I look at my peers in engineering, product, marketing,etc. and wonder why I seem to struggle more than they do. I tell people I have to wear a lot of hats, but you describe it much more eloquently here. Thanks!
Nice read! There's sort of a meta workflow DAG here that comes to mind that I think reflects the points you brought up. In a flattish org, all decisions and and authority will tend to flow that single "point" of the org. As that point, you can accept that is your burden, or find ways to push those authority and decisions into the team or automate. A thought I am chewing on...."Replace your management with culture"
THIS! Sometimes I look at my peers in engineering, product, marketing,etc. and wonder why I seem to struggle more than they do. I tell people I have to wear a lot of hats, but you describe it much more eloquently here. Thanks!
Nice read! There's sort of a meta workflow DAG here that comes to mind that I think reflects the points you brought up. In a flattish org, all decisions and and authority will tend to flow that single "point" of the org. As that point, you can accept that is your burden, or find ways to push those authority and decisions into the team or automate. A thought I am chewing on...."Replace your management with culture"