Over the last several years I’ve had the opportunity to mentor several newer managers, and it’s one of the most rewarding aspects of my role. On a purely tactical basis I think scaling manager capability is the best (only?) mechanism to scale my own capacity, but beyond that I know personally how rudderless the job can feel without help. The internal feeling of underperformance as an IC isn’t great, but underperformance as a manager means you’re letting down a wider scope of people: y...
