Titles come with the sort of power called organizational authority, and that variety of authority is loaned to you by a greater organizational authority. What’s bestowed can also be retracted, and retaining organizational authority depends on remaining deeply aligned with the bestowing sponsor, generally your direct manager. To remain effective within a staff-plus role, you have to learn the art of staying aligned with organizational authority.
当被要求提供关于进入员工的建议 - 加上角色，杜雷蒂·赫尔巴共享，“员工工程是一个completely不同的工作。它不再是您的技术专长。当我喜欢说，这份工作并非“计算机”了。你现在是组织的代理人。“
The golden rule of being an agent of the organization is that you must stay aligned with your organizational authority. Retire any remaining expectations that the company is designed to set you up for success. Nowyouare one of the people responsible for setting the company, your team and your manager up for success.
最成熟的技术公司成功creating a predictable promotion pipeline from folks joining early in their careers up through attaining the Senior Engineer title. The process of getting a Staff Title is generally more complex than preceding titles, but usually navigated with the support of your engineering manager. Throughout this pipeline, you may become comfortable with your manager guiding your development and providing a safety net for your continued success. After reaching a Staff role, your safety net will cease to exist, or at best the safety net will be short enough that you’re quite capable of jumping past it and into the awaiting chasm. This will be increasingly true as you go further into Senior Staff and Distinguished Engineer roles.
当Rick Boone描述了他作为超级基础设施副总统的战略顾问时，他将其扮演着他的角色Hand of the KinginGame of Thrones, andLeo McGarryfromThe West Wingwho frequently remarked, “I serve at the pleasure of the President.” In both those examples, authority flows from the tight association with a greater authority, and it’s a great mental model for operating in a Staff-plus role. This can be a difficult transition from previous roles where your authority primarily accumulated through your personal actions and impact over time.
To align with your manager, some areas to focus on are:
- Never surprise your manager.Nothing destroys trust faster than surprising your manager. Steering a large organization often involves juggling a number of people, projects and problems in your head at once, and surprises threaten the juggler’s rhythm. Large or frequent surprises also call into question whether a leader is truly taking responsibility for their organization. In general, treat each time you surprise your manager as an incident to be learned from and endeavor to prevent repeats.
- Don’t let your sponsor surprise you.大多数人对其管理人员的期望非常高，假设他们永远记得他们将始终记得中继与当前工作相关的信息。经理们试图这样做，其中一些人有很好的，而其他人则不特别好。如果您的经理对此并不擅长，您当然应该给他们反馈，但您还应该采取主动行动，促进信息流。这可能是每周电子邮件更新or a Slack thread within your team’s channel sharing your focuses for the week. During 1:1s, dig for feedback! Ask if there are other areas you should be focused on, and how your current priorities align with your manager’s. If you continue to surprise each other, then识别控件you’ll use to partner together.
Sometimes you’ll hear someone disparage a colleague saying that they’re excellent at “managing up.” There are certainly destructive ways to manage up where someone controls information to hide problems or misrepresent circumstances, but at its core managing up is about increasing bandwidth and reducing friction between you and your manager. Cultivating a deliberate partnership with your manager will go far further than practicing disappointment when they don’t meet your expectations.
Influencing without too much friction
Part of growing as a leader is developing your own perspective on how the world should work, and you can’t reach the Staff-plus level without that perspective. Having a clear sense of how things ought to work sharpens your judgement and enables you to act proactively, As you reach this next step of leadership, you increasingly have to merge your vision with those held by more senior organizational leaders.
Your first approach to solving this problem might be replacing your vision with another leader’s vision, and that approach works for some, but for many it means stepping away from the perspective that facilitated their success as a proactive leader with strong judgement. Instead, I recommend sharpening your awareness of the value distinctions between those that you hold and those that the organization operates under, and find a way to advocate for them without getting踢出房间.