<story><title>Ask HN: What made your favorite manager/supervisor/CEO so great?</title></story><parent_chain><item><author>TimTheTinker</author><text>I&amp;#x27;ll name the best manager I ever had, since she unexpectedly passed away nearly three years ago to our team&amp;#x27;s (and company&amp;#x27;s) great sadness. Margaret Thielemann was a QA manager for nearly 10 years at Esri (she previously headed up QA at PeopleSoft before its acquisition by Oracle), and I reported to her for all of those 10 years, during which I learned and mastered web development by scoping, designing, and building several internal web apps. She hired me as a kid with little corporate experience, straight out of college, and took me &amp;quot;under her wing&amp;quot; and patiently taught me the ropes of thriving in a corporate environment.&lt;p&gt;Margaret had all the hallmarks of an incredibly great manager. She hired for potential (not past achievement) and gave employees every opportunity to grow and pursue our passion as developers. This allowed me to pivot and grow into web development, which was not in my job description or past experience. She never micromanaged, even when a deadline was approaching. She never demoed a project or took credit for something she didn&amp;#x27;t build herself. Like my teammates, I had to demo every product I built -- which was challenging but forced me to grow in public speaking skills (and she coached me the first few times). This also allowed me and other team members to gain recognition throughout the department.&lt;p&gt;She very effectively protected us from HR and whoever else wasn&amp;#x27;t on the team so we could focus on our work. A few times someone tried to ask us for help with someone else&amp;#x27;s project without asking her first--she was furious. She also fought (very effectively) with HR and management to get us raises that better reflected our increasing market value.&lt;p&gt;I owe my career and present livelihood largely to Margaret and the opportunities she provided me. I&amp;#x27;d be remiss not to acknowledge God&amp;#x27;s obvious provision to me in her. Thanks so much Margaret, and thank you Lord.</text></item></parent_chain><comment><author>JepZ</author><text>Most of what you say are qualities I like managers to have too, but &amp;#x27;someone tried to ask us for help with someone else&amp;#x27;s project without asking her first--she was furious.&amp;#x27; is a quality I do not value. I mean, protecting your people is one thing (an essential quality), but being furious because someone in need of help asked in the wrong order doesn&amp;#x27;t foster cooperation beyond the borders of the own team (causing silo mentality).&lt;p&gt;I don&amp;#x27;t know the companies culture and the people who asked for help, so maybe it was a good reaction at the time, but in general, I would advise being cooperative towards other departments.</text></comment>
<story><title>Ask HN: What made your favorite manager/supervisor/CEO so great?</title></story><parent_chain><item><author>TimTheTinker</author><text>I&amp;#x27;ll name the best manager I ever had, since she unexpectedly passed away nearly three years ago to our team&amp;#x27;s (and company&amp;#x27;s) great sadness. Margaret Thielemann was a QA manager for nearly 10 years at Esri (she previously headed up QA at PeopleSoft before its acquisition by Oracle), and I reported to her for all of those 10 years, during which I learned and mastered web development by scoping, designing, and building several internal web apps. She hired me as a kid with little corporate experience, straight out of college, and took me &amp;quot;under her wing&amp;quot; and patiently taught me the ropes of thriving in a corporate environment.&lt;p&gt;Margaret had all the hallmarks of an incredibly great manager. She hired for potential (not past achievement) and gave employees every opportunity to grow and pursue our passion as developers. This allowed me to pivot and grow into web development, which was not in my job description or past experience. She never micromanaged, even when a deadline was approaching. She never demoed a project or took credit for something she didn&amp;#x27;t build herself. Like my teammates, I had to demo every product I built -- which was challenging but forced me to grow in public speaking skills (and she coached me the first few times). This also allowed me and other team members to gain recognition throughout the department.&lt;p&gt;She very effectively protected us from HR and whoever else wasn&amp;#x27;t on the team so we could focus on our work. A few times someone tried to ask us for help with someone else&amp;#x27;s project without asking her first--she was furious. She also fought (very effectively) with HR and management to get us raises that better reflected our increasing market value.&lt;p&gt;I owe my career and present livelihood largely to Margaret and the opportunities she provided me. I&amp;#x27;d be remiss not to acknowledge God&amp;#x27;s obvious provision to me in her. Thanks so much Margaret, and thank you Lord.</text></item></parent_chain><comment><author>solipsism</author><text>&lt;i&gt;She never demoed a project or took credit for something she didn&amp;#x27;t build herself. Like my teammates, I had to demo every product I built&lt;/i&gt;&lt;p&gt;That sounds strange. Didn&amp;#x27;t you ever work on a product with other developers? Who demos in that case?&lt;p&gt;And what would be wrong with a manager demoing a product that was built by a team he&amp;#x2F;she manages? It seems to imply that the manager should have no sense of ownership, but a good manager is absolutely crucial to the success of a project. Taken to the extreme, it would imply a CEO of a company could never demo a company product he didn&amp;#x27;t &amp;quot;build himself&amp;quot;.</text></comment>