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IDEAS
from participants:
People Management
Cares
Cares more about the people than themselves
Good Coach
Balances work with life
Provides flexible work hours
Practices “tough love”
Has an open mind and doesn’t judge
Provides a reasonable work schedule
Provides a skip-level open door policy (no negative
consequences for visiting with your boss’s boss about some issue)
Shows an interest in a person’s career and
development
Constantly grows people
Performance Management
Hires the “A” team and takes care of them.
Identifies people’s strengths
Meticulous at selecting people
Has good resource management skills (adapts to
changing environments quickly and effectively)
Celebrates success regularly
Regularly praises accomplishments within the group
Publicly rewards outstanding performance
Gives raises
Provides big bonuses
Recognizes and rewards people
Encourages and supports innovation
Corrects and guides to produce the best possible
results (asks the right questions)
Provides feedback on performance
Demonstrates excellence
Gives honest appraisal feedback with constructive
ways to improve
Sets achievable and stretch goals for the team
Holds regular performance reviews with one-on-one
feedback sessions
Communication
Clearly articulates objectives, strategies and
tactics for the business, and updates those regularly
Clearly communicates expectations
Provides the “why” behind objectives
Provides vision and direction but doesn’t generally
dictate
Understands reality and communicates it
Communicates the success criteria of your manager’s
manager
Has “real” brainstorming meetings (not just pretend
meetings with preconceived solutions)
Regularly communicates business and group level
status and changes to the team
Gathers collaborative information and then decides
Solicits feedback
Encourages open, honest feedback and ideas to
problems / issues.
Provides opportunities to provide feedback.
At the team level, solicits new solutions to existing
problems and acts on the best of them.
Identifies his or her audience.
Able to influence and get buy in.
Team Building - Keeping People Happy
Has team offsites and happy hours
Builds relationships
Knows and cares about the team
Inspires excellence
Seeks the best from all
Encourages team building
Empowers the team by communicating status and goals
of the organization
Empowers the team by allowing team members to feel
like they can manage their own business
Provides regular team updates from the broad
organization (vision and status)
Ties in individual objectives to organizational goals
Engages the team in decisions rather than dictates
Treats engineers and engineers and not as the lower
level of the food chain
Engages engineers in meaningful conversations
Provides leadership opportunities
Gives true ownership of the results to the team
Understands what motivates each employee
Allows team members to present their ideas to upper
management
Compliments people sincerely
Eliminates barriers for team members
Personal Attributes
Exhibits Servant Leadership (see Covey’s book)
Friendly
Consistent
Trustworthy
Straight Talker
Courageous
Enthusiastic
Open Minded
Collaborative
Good listener
Exhibits humility
Product and Profit Management / Customer Focus
Has a vision for the product
Has a strong understanding of end users
Keeps eyes on the end results
Defines concrete objectives | 
