Managing-managers system

The question it helps answer

Use the managing-managers system to organise the reasoning behind this question: How should managing a manager differ from managing an individual contributor? The working view makes manager outcomes, team health, and leverage visible so discussion can move from general opinion to a specific action or decision.

When to use it

Use the managing-managers system when people working on feedback and performance are using different mental models for manager outcomes, team health, and leverage, and that difference is changing choices or coordination.

What it is

The managing-managers system is a set of connected concepts for examining one situation from several necessary angles. Its core working elements are manager outcomes, team health, leverage, and talent system. Those elements belong together because each changes how the others should be interpreted or acted on.

Core elements

Manager outcomes

Describe the observable result, who benefits, and the evidence that would show meaningful progress. Within the managing-managers system, connect this entry to team health so the relationship can be reviewed rather than inferred.

Team health

Set a review rhythm and define the evidence, threshold, or event that should trigger an earlier review. Within the managing-managers system, connect this entry to leverage so the relationship can be reviewed rather than inferred.

Leverage

Capture leverage only at the level needed to answer: How should managing a manager differ from managing an individual contributor? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the managing-managers system, connect this entry to talent system so the relationship can be reviewed rather than inferred.

Talent system

Capture talent system only at the level needed to answer: How should managing a manager differ from managing an individual contributor? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the managing-managers system, connect this entry to operating system so the relationship can be reviewed rather than inferred.

Operating system

Capture operating system only at the level needed to answer: How should managing a manager differ from managing an individual contributor? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the managing-managers system, connect this entry to coaching so the relationship can be reviewed rather than inferred.

Coaching

Capture coaching only at the level needed to answer: How should managing a manager differ from managing an individual contributor? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the managing-managers system, connect this entry to skip-level evidence so the relationship can be reviewed rather than inferred.

Skip-level evidence

Name the evidence, its date and owner, and any limitation that affects how confidently it can be used. Within the managing-managers system, connect this entry to coaching so the relationship can be reviewed rather than inferred.