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A common route for a manager to become a manager of managers is through rapid growth in the size of a company. This can happen because of venture capital investment, through mergers or acquisitions, or, if you’re lucky, through good old organic growth.
Take the time to write an extra paragraph and tell the interviewee why they were rejected.
When I was joining a startup with plans to replace the CTO, there was a relaunch going on. I’ve talked to people and no one seemed happy. Developers were unhappy and helpless and the founders were also unhappy with the relaunch. I’ve heard it had being going on since months.
We believe in lean engineering and we buy-in to a lot of ideas from the Agile Manifesto. But some Agile principles are outdated. Like “The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.” Not for us. We embrace asynchronous as the default form of communication within our dev team.
As a VP at VMware of product management, I spend a lot of time talking to teams about what the product management discipline should look like. Every step of the product management journey has been a delight for me — from individual contributor to managing a team of well over one hundred product managers. I have tried to capture some of what has worked for me and what I have seen work well here.