How would you describe your management philosophy and the principles that guide your leadership style and approach? What aspects do you feel align with what you know of Meta?

Question

Anonymous · Accepted Answer

My management policy to build an open and collaboritive environment within my
team/org where employees trust each other and management. This helps in having
open discussions about difficult technical/strategic issues without any fear.I
also encourage very in the team to speak up in a team meeting/discussion and
continiously remind the team that no question is a silly question. I try to act
as a enabler for my team and jump to help wherever they need me, be it
technical/strategic/career guidence, escalations, etc. I like to provide space
to the engineers in my team to work independently but still stay on top of
delivery/direction/progress through various means like 1:1/team meeting/project
reviews, etc.

Anonymous · Answer

So I think of myself as three main pillars that support my management style and
we can dive into details if we need to. The first one is essentially, I try to
assess my reports on a skill-will analysis and figure out how I can best support
them, try to align with their goals. The second one is I generally try to think
of myself as this person who is there to unblock them, unblock my reports
primarily, providing them whatever resources they need so that they can succeed
because they're generally highly capable at the Facebook level. And then the
third one is perhaps the most interesting one, which is I think of myself
sitting at this cross of communication between leadership above, my reports
below, and then laterally the cross-functional partners. And I am essentially a
nexus of communication. So to talk a little bit about those details, if you
want, skill-will decision tree, for example, Conk really had an example where I
had a junior engineer who was highly motivated, very excited part of Facebook,
but he wasn't quite there yet in terms of skill. So we were able to get him
resources such as mentorship with a senior engineer. I was able to reference him
to the documents and everything he needed to unblock himself. And then within
the next performance cycle, he was actually able to level up and we were very
happy about that. In terms of unblocking, I think that one's pretty clear. I
know at Facebook, we're not like the micromanagement style type of managers that
are highly inefficient. So I'm definitely on board with that. That's how I was
first exposed to the workplace and that's how I like to execute things. And then
finally, in terms of the cross of communication. So I had this manager at
Facebook, actually one of my favorite managers I've ever worked with. He
described himself as this shit umbrella that protects his team so that they can
execute on the things they need to do without having to necessarily deal with
all the bureaucracy that's going around. And at Facebook, there's always
viewers, there's always stuff happening. So it's my job to carve out that space
and we can work while defending our interests above and laterally. So with these
components put together I have found myself able to lead my teams to build very
quickly and effectively, almost always reaching our goals while growing as
individuals.

Anonymous · Answer

I approach management philosophy from two different angles, for the whole team
and individuals.

A team is a group of individuals, so when individuals are productive and
performing well, the will have a higher chance for the whole team to be
successful. To ensure individuals are staying motivated and productive, I have
continuous conversations with individuals around their carrier growth and
addressing concerns.

For the team perspective, I focus on building a healthy team with open
collaboration culture. I work with the team to set clear goals for the team that
aligns with the org and the company, and also set clear goals and non goals for
large projects.
I create open collaboration and safe culture by leading with examples. I believe
the team gets more productive when people can feel free to bounce of ideas and
express their opinions. Instead of having more senior people or someone with
more context to always handle a task or a project, I ask different people how
would they approach such problems and start off a discussion.

Anonymous · Answer

Yeah, for sure, my management philosophy. Give me a moment. Okay, so I can break
it down into essentially three main components. One is, um, one is I see myself
as sitting in this intersection. There's leadership above us, or the director of
the org with a higher level interest, and I have to defend our interests against
them. I have to disseminate information to my reports, and then at the same time
there are laterals, other teams within the org, which I have to work
cross-functionally with. That's one. My favorite manager used to say he is the
shit umbrella that protects his team from the outside bureaucracy where they
are, so they can execute without being distracted, and that's exactly how I see
myself as well. That's one. And then two, um, is that I try to adjust myself to
the level of, uh, that the reports are at. So, in terms of, are they, on the
matrix of, are they willing or unwilling, or, and then are they, um, uh, capable
and not capable? Um, where they're at decides how we go about that relationship.
So, if they're both, um, you know, very motivated and very well, very capable,
then we're able to delegate, uh, functionality off to them, right? Um, and then
finally, I think of myself in general as unblocking and supporting for my
reports, uh, rather than, like, you know, whip them from behind sort of thing. I
try to support them from below. Um, they are generally great engineers that can
accomplish stuff, so as long as we align on the right points, then I believe
that they're able to get their stuff done, and that's point three.

How would you describe your management philosophy and the principles that guide your leadership style and approach? What aspects do you feel align with what you know of Meta?

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