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Over the last two years at Flatiron Health, I’ve been lucky enough to manage a rapidly growing team of amazing engineers. This growth has meant that, for the first time, I’m now managing other managers. This is both really exciting and slightly terrifying! The blast-radius of an underperforming or rogue engineer is limited, but the blast-radius of a manager of a team/org/division can be huge.

I’ve found myself thinking a lot about questions like:

  • How will I hold this manager accountable for the things that I care about?
  • How will I collect the right feedback to both avoid disaster and help them grow? …


Chris Schillinger

Software Engineering Director at Flatiron Health

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