Robinhood had already cut growth by 9% earlier this year. Tesla just identified there are 10% folks who would like to work from home and hence gave the mandate to be in office otherwise you will be fired. Shopify CEO sent an emotional letter.Ĭoinbase CEO reached out to their employees. Show emotional support.Ĭompanies that deal with general public as customers cannot afford a scratch on their image. respect the employees as they are laid off.
com debacle of how they handling their layoffs, companies have learned a valuable lesson, i.e. If there are positions you are interested in my company, I am more than happy to refer and also connect you to my connections on linkedIn. To all Robinhood employees and others affected by lay offs, if I can be only help, let me know. Another company who overplayed the pandemic growth. In those cases a transition to managing an engineering team is much easier.Robinhood has decided to reduce their workforce by a staggering 23%.
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In some organizations, such as Google and Microsoft, TPMs can be *very* technical, with skills similar to a software engineer. Although some team members had lingering doubts, these transitions were overall very successful. In their process of learning, they asked a lot of questions, which is what a good leader should do anyway. In all the examples I saw, the person took a lot of time (~3 months) to listen and learn about their new area before making any substantive technical decisions. I have also seen cases where an engineer from a different field becomes manager of a team. Managers who aren't technically deep enough are also susceptible to bias in the review process, tending to reward folks who are more visible and whose work is easier to understand but missing the behind-the-scenes stars. To some extent I think this is bias on the part of engineers: some people devalue strategies that are synthesized from the team members' input if they don't find the leader technically credible, even if the strategies themselves are solid.
I've seen a couple examples where the person made a really great effort and did quite well on the people side, but just couldn't grasp the technical aspects of the role well enough to ask the right questions, set a good strategy and get people to buy into the strategy. Even a very good people manager will struggle if they aren't able to review documents effectively and make good strategic plans. The scenario where the (T)PM is most likely to be successful is managing a team that they've already been working closely with for a while, where they have a good reputation and relationships. Even if the (T)PM has an engineering background, their new team is going to be skeptical of their technical abilities. The question was, "What do you think about product managers or tech program managers making moves to leading software and security engineering teams within their area of expertise? Is that enough credibility to have worked very closely with the engineers if they excel in the other areas of people and project leadership?"
#LINKEDIN STOCK ON ROBINHOOD FULL#
I was asked a question in a comment thread and my response exceeded the character limit, so I figured I'd turn it into a full post.
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