Shreyas Doshi's practical breakdown of what makes good managers effective: asking questions that shift perspective, listening relentlessly, addressing context before content, and putting people's wellbeing above short-term OKRs.
The best managers don't solve problems for their teams. They ask questions that give people new perspectives so they can reach the right solution themselves. They listen, then listen some more, then keep listening. When problems arise, they address context before slapping on a new process because most problems are interpersonal at their core, not process failures.
Here's what separates good from mediocre: good managers are company-first, not self-first. They use their charisma and eloquence as tools to help the team, never as weapons to win arguments. They know the long game is about people, which means team members' mental and physical wellbeing comes before quarterly OKRs. They can detect when someone's words don't match their feelings and pay attention to both.
Good managers adapt their style to each person because there's no "ideal employee" template. They're proactive about career growth conversations instead of dreading them. They have zero tolerance for self-serving behavior that sabotages the team, even from high performers. They can discern good intent from bad.
The thread ends with Doshi's admission: he went from terrible manager 13 years ago to "just ok" today, spending years avoiding management because he knew he wasn't good at it. His point is clear: being a good manager is a continuous process, not a destination. Anyone can have a bad day. Growth isn't binary.
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