As is law, we learn from mistakes and reflections. Here are three reflections from managing 'others'. I talk about managing my manager, peers, and junior colleagues.

I took away some important lessons about people management, and organisation of interactions that can drive outcomes from the times where I did not know better.

i. Managing your manager - Regular pulse checks and align to business objective

Communicate progress updates in a timely manner. Pulse-check how the work is perceived and if it is aligned to overall business objectives. Do not assume efforts are implicitly understood, and make sure to extract feedback. I found this to be particularly relevant when managing oneself in research/independent environments, to course correct or communicate when needed. I waited too long this one time, and it resulted in an average grade. I felt it was unfair, but in hindsight I know what I can improve now.

ii. Managing peers (guilds/working group) - keep short timelines, bound agenda

While leading guilds in the workplace, I found that facilitating a bunch of self-motivated folks, especially in volunteer efforts could be harder when the agenda of the working group is not clear, and if the timelines are too long. In the end, the group achieved good outcomes, but we had periods of low energy and I felt burnt out trying to deliver.

iii. Managing junior colleagues - encourage ownership + giving regular updates

Of course you want them to feel inspired and learn, but you don't want to over-manage. Have a learning log/plan that you both regularly check in on - this can be flexible, but it's very helpful to write intentions, progress and diversions down. Give ownership of small independent tasks within larger projects. The extra accountability+responsibility accelerates growth