When new managers start out, they tend to become hyper-focused on what’s right in front of them: the designers they manage, the product team(s) they’re responsible for helping, the way design is getting done in their product group, etc. That focus is not only necessary, it’s great! New managers need that kind of scoped attention in order to get their feet, to become good at managing people and strike the right balance between direct and indirect feedback.
A lot of managers, though, never leave that place. As they become more skilled with the designers they’re managing and the specific team(s) they’re helping, many new managers start to dig in and form a brittle identity for themselves. I’m the manager for the Growth team, they think to themselves. So I’m going to make the Growth team the best team to be on. They work on culture and processes that are specific to their group, regardless
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