From Agile coach to manager. And back. Or did I go back
summary
Leaves a coaching practice to become half coach half manager at a startup scaling from ~20 to ~400 people, runs big‑room planning, creates a mental‑health channel, and hires rapidly (eight starters in five weeks). Encounters a 1‑hour management onboarding, builds a qualitative career framework that is later turned into a tickbox system, endures a 12‑step feedback approval process, fires people, and suffers burnout and depression; rejects returning to line management and goes back to coaching and mentoring.
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chapters (8)
- 0:00Introduction
- 4:18Why I became manager
- 10:23Manager role challenges
- 18:19Burnout and leaving
- 27:28Easy parts of managing
- 34:39Manager or coach?
- 40:35Conclusion
- 42:03Q&A
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