New managers drown in meetings and inputs because their personal systems don't scale. Brian Walch coaches on building a productivity setup that evolves with the role, stressing there's no template—you have to keep refining what works for you.
Is there a single skill that kind of. You coach first to help new leaders avoid floundering,
you know, and then getting too ahead of their skis or, you know, getting too mired in detail?
When somebody moves from individual, contributor, strong technical person, engineer, and they move into a management role or taking on some management responsibilities, there's a lot of things they face. But I'll say one of the things that,
that
typically comes up is a lot more practical, which is just figuring out how to manage all the new inputs that are coming to you. You got a bunch of meetings now you're going to, and you're getting inputs from that. You probably have a new, few new systems you're working with. You're overseeing things at a different level. And if their personal systems don't evolve and change to manage that, they flounder, they just buried by that. And then you can't work on all the other things that you need to develop to become an effective leader and manager. What I typically start coaching people on, or I'd say often start coaching people on, is like, let's think about building your personal productivity system. What is it now? And, and how do we iteratively evolve it? It's not like I can give you this new blueprint and all of a sudden you'll be good. You've got to
iteratively
work it and make tweaks.
But it is going to require a big upgrade in your systems.
Episode 116: Guest Brian Walch - The 3 Stages of Career Growth: What Engineers Need and Managers ...
