The most talented developers are the hardest to manage.
After reading Netflix’s “No Rules Rules”, I couldn't understand why doesn't everyone hire the best people and pay them the top of the market. Instead of hiring 2 engineers for 100K each, you can hire 1 for 150K, and will probably get better results!
A couple of weeks ago, I asked my manager about his thoughts on the topic. He said that managing ‘superstars’, or ‘talents’, is complicated. If you have a team full of superstars, each desiring to be promoted ASAP, how would it work out?
The conversation led me to today's topic.
It’s worth reading until the end - for great advice from Superstar engineers - and !
Why Rockstars are so hard to manage?
They are good at their job.
They know it.
They know you know it.
I’m only half-joking:
Low ability + High confidence
From my experience, people who think they are much better than they are, are almost impossible to work with. Look at yourself first, and provide honest feedback, but if there is no understanding from the other side - it’s time to cut it.
High ability + Low confidence
Talented developers, who just need a mentor to grow. This is where you come in!
Low ability + Low confidence
Often, the performance is bad because the role (or team/manager) doesn’t fit the person, and they will do great in a different environment. Be honest with your expectations.
High ability + High confidence
Say hello to your (positive) headache :)
When one of your developers is very good at their job, and everyone knows it, it’s tough.
They expect you to always challenge them, and find bigger and bigger projects.
They always have tons of ideas they want you to implement.
The question of promotion always hangs in the air. If the organization doesn’t grow, and there are no openings - they’ll go somewhere else.
I’ve been on both sides of the bridge.
In my previous management role, I managed 2 superstars. One went on to succeed me, and the other to lead another team in the organization (which I also consider a great success!).
And I remember the headache I caused my manager before being promoted :)
How NOT to manage a rockstar
Overpromise
The worst thing you can do, is to promise a promotion and not deliver. It might even not be your fault - maybe your manager overruled you at the last moment, or the desired position was closed.
My mind always thinks years into the future, and I enjoy sharing those thoughts with my people. But there is such a thing as oversharing… In one case, I painted a pretty picture of a promotion I thought would happen, but didn’t.
If it’s not 100% up to you - DON’T PROMISE.
Ignore advice
You’ll get tons of tips and ideas from the superstar.
If you say you’ll do something - do it. As basic as it sounds, it’s very hard to do when you get good advice day after day. If you spend all your time doing what your superstar suggests (as valid as it may be) just to please, you’ll lose the respect of your people.
If you decide not to do something - explain why.
Micromanage
An obvious one, but even more important for superstars. They want freedom. Trust them to come to you when they need to.
What SHOULD you do?
Set clear goals 🎯
Ambitious people love goals.
If they aim for a promotion - sit together, and clearly define what do they need to do to make that happen. Verify with your superiors that achieving those targets will almost guarantee a promotion (and again - don’t promise).
It can be leading a huge cross-organizational project, onboarding/mentoring new employees, or anything else that is well-defined.
Delegate the hardest (and most visible) tasks
Remember Hercules? Who for 12 years worked hard to finish the 12 labors? The best way to get some piece of mind is to send your superstar on a very difficult journey 🙃
It’s a good way to lay the groundwork for the promotion. When everyone in the organization gets a chance to work with them (including your peers and manager), they will support the promotion once you suggest it.
Give unfiltered feedback
Giving tough feedback to amazing employees can be hard. They give everything they have, work hard, and are good at their job. You might feel guilty, as if you’re ‘picking on them’.
Don’t. Superstars are always looking for good feedback. Even if they don’t agree, they’ll appreciate it.
What do the superstars think?
from
Do:
Help them focus on the right things.
High performers can often be in many places at once wanting to make things better. But this might not be best for the team, you, or the high performer. Listen to why they are focusing on the things they are, try to find alternative solutions (like delegating to someone else), and align on what’s important for them to focus on
Don’t:
Be vague
Especially during feedback or explaining what a promotion would look like.
High performers want clear expectations and feedback on how to improve and they want to consistently feel like they are growing.
from
Do:
Protect them from burnout
Your Rockstar may get frustrated when working on a very ambiguous problem that requires cross-team alignment. The complexity and stakeholder involvement may slow down progress, leading them to overwork for “faster” results.
You can do one of the following
Provide a secondary project for a sense of accomplishment.
Pair them with an engineer who is comfortable with ambiguity.
If frustration is high and they want to move on, find a different project.
Don’t:
Let them disrespect the team
Rockstars can become a "brilliant jerk" if not managed properly.
They may grow impatient with “slower” team members and dismiss seemingly trivial questions. In most cases, rockstars have good intentions and may just be oblivious to the problem. So, simply bringing it up can fix the issue.
If you have a truly unfixable problem then you may have to let them go.
Many thanks to Jordan and Raviraj for their feedback. They have awesome newsletters, go and subscribe :)
I wish all of you the headache of managing superstars!
