How good a manager are you, actually?

When a piece of work is at risk, my first instinct is to pick it up myself.

I can describe a good week without pointing at anything I built myself.

A day spent entirely in conversations leaves me feeling like I got nothing done.

I spend real time on what my team will need in three months, not just what is due this week.

I could tell you what each person on my team wants from the next two years of their career.

There is someone on my team I quietly avoid because conversations with them are hard work.

My team tell me bad news early, before I would have found out anyway.

I hear about problems inside my team from someone outside it.

My 1-1s happen every week and I do not move them when delivery gets tight.

Most of my 1-1s are spent going through the status of the work.

Everyone on my team could tell you what is expected of them at the next level.

I have told someone in the last three months, out loud, exactly what they need to do to get promoted.

There is work only I can do, because I never handed it over.

When I delegate, I hand over the outcome and let the person choose how to get there.

People ask me before making decisions I would be perfectly happy for them to make alone.

I have said no to work coming at my team this month, and I could tell you exactly when.

There is a conversation I know I need to have and have been putting off.

When someone's work is not good enough, they hear it from me within a week.

I soften difficult feedback so much that people leave unsure there was a problem at all.

I have told someone plainly, in the last three months, that something was not working.

I work evenings or weekends to catch up on what I could not get to in the day.

I have one place I track what I owe people, and I actually trust it.

My calendar gets filled by other people before I get to it.

When everything is on fire, I have habits that keep me steady.