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As a manager, there are a few things I am looking at the measure my progress and improvement.

The first thing I look at is having clear measurable success metrics for the team that aligns with the org and company and working towards meeting that goal. My current team is responsible for delivering mission-critical messages to our end users. We have various metrics tracking the reliability of our backend systems and the deliverability of our messages. To make sure we are tracking our success metrics, we do a monthly review of our core metrics and have in-person discussions if there are any potential problems or a way to improve our metrics.

The other thing I look at is people management. There are two main areas here. One is growing people and the other is doing performance management. For performance management, I have continuous conversations around performance and expectations utilizing my 1-1 time with my reports so there is no surprise when there is a performance issue. When I had someone who was marked as below expectation, the person agreed with the ratings because we had continuous conversations. While the IC was improving and got back on track, the annual performance review looked at the past year and the IC wasn’t surprised by the rating. For growing people, I also utilize 1-1 time and discuss individuals' short-term and long-term goals. I discuss with my reports where are growth areas, and how we can find opportunities to help them grow. For example, I had a mid-level engineer who was interested in improving their technical leadership skill and getting more involved in defining and scoping projects phase. I started inviting the IC to meetings with stakeholders and had a quick sync after such meetings to discuss the meeting and describe why I answered some questions in a certain way. The IC is now one of the senior engineers in the team and he is effectively leading projects involving multiple teams.

I also try to make sure I am not only handling my responsibilities well but also growing myself. I seek feedback so I can be aware of what I am doing well and where I need to improve. I do two things. I have my reports meet with my manager once a quarter where they can provide feedback to my manager without me being present, and later my lead will relay the feed to me with his input as well. The other thing is my current company does pulse surveys twice a year. When the survey results are out, I have my team get together and discuss the results and provide more context without me being present. I review the final outcome and create action items as needed. For example, one of the feedback I got was improving the overall recognition of our work. I started announcing our project deliveries and impact on the broader group and also announced some achievements through senior leadership. Later it reflected on the future pulse survey with increased score.

a) Enabler - a good manager should empower his team to succeed 

b) Execution and Stratergy - should be laser focused on execution and should be able to think of problems before they happen and solve both people and business problems with technology

c) Lead the mission from the front, shield the team from distraction and celebrate team success.

At Auctane I enabled my team to succeed, I came up with the vision of solving customer problems and executed key projects to help impove CSAT by 25% and increase reveneu by 5 million $. I celebrated my teams ontime and within budget - with my team making sure that they get the kudos for the role they played.

I will call the respective for a review meeting. I will explain our use case and why we are looking for information and access and also what we are trying create out of it. I will make sure I reach them out via proper channels ex: creating an incident on service now and assigning them, adding all of my leadership and directors right from the get go. If the use case calls for it, I will include governance team to make sure that my request is data compliant. 

i think about my audience and what i want them to learn from the conversation so we can arrive at the right co-constructed decision. tha tmeans i communicate in the tone thats strongest for me, first, then adapted in voice for my particular colleagues. im consistent, but then meet them where they are or in the way theyre most likely to engage.

The individual in question was hired for a new team I was setting up to build a product from scratch for an internal client. Since this was a new initiative, we needed to collaborate with multiple internal partners and conduct a series of brainstorming sessions. Unfortunately, this candidate frequently exhibited a fixed mindset during discussions, often leading to arguments that created discomfort among other team members.

I noticed this behavior during meetings, and several team members shared similar concerns in their one-on-ones, mentioning that their ideas and opinions were often dismissed or debated. This feedback highlighted a risk to team morale and the potential loss of valuable input from the group.

I addressed these concerns with the individual directly, emphasizing that teamwork and collaboration are essential to our success, and that respecting others’ input strengthens the final product. Although the individual initially seemed receptive, the behavior persisted. Consequently, I implemented formal coaching on teamwork and collaboration, and took a more active role in guiding discussions to create a comfortable environment for the team. The individual was placed on a PIP (Performance Improvement Plan) focused on teamwork in their focal review. Over subsequent quarterly reviews, I observed significant improvement in their approach to team discussions, with notable progress in collaborative behavior.

while reviewing one of the older projects that was currently implemented in the company I noticed that there was no alerting in place if the data pipeline breaks, the data pipeline has never been broken and it never failed for the last 2 years. it was a pipeline where the data would be dropped into an sftp bucket by the customer every hour and then it was moved to an s3 bucket where s3 triggers were implemented to moved the data in to queue. So in case there is an issue with the data not being processed we would only know when the we see a drop in volume. I identified it as a potential issue with the system and worked on a proposal to have monitoring in place so we are notified when there is an error. I worked with the program manager and devised a plan on how to implement the alerting and the time lines as well as the effort that will be needed to implement it. I mapped the impact of not having it to the current goals of the company and then put forward a proposal of implementing the alerts to the business and took their buyins. after getting the buyins I proposed the task to my team and some of the sr devlopers were not too keen on implenting the alerts, I gave the task to some of the Jr devlopers and the alerts were implemented. after the implementation we discovered that for some hrs in a day we werent getting any files so instead of getting 24 files in a day we were getting 20 files a day in an average. This was rectified by talking to the customer and the missing data was solved. but this made the whole team realize the importance of monitoring and alerting. It also bosted the moral of the Jr developers seeing the direct impact they made to the business goals