The room was too warm and the chairs were too low and Marc sat in his like he was trying to take up less space than he’d been given. He wasn’t slouching exactly. Slouching implies laziness. Marc was the opposite of lazy. He just didn’t think he deserved the full footprint of his own body.
I’d called him in to tell him he should apply for the manager role that had opened up two floors down. The seat had been empty for a while. HR was circulating the listing again. Marc’s name had come up zero times in the conversations I’d been in. He wasn’t on anyone’s radar. He was good and he was invisible.
“Me.”
Not a question. A diagnosis.
“Yeah. You.”
He looked at the floor, still trying to work out whether I meant it.
I told him why. Not in generalities. Specifics. The way he’d kept the project moving after everyone else had started treating the delay as inevitable and our stakeholders had stopped believing our dates. Marc just kept showing up. The way he listened in meetings when people twice his rank were talking over each other and then said one thing at the end that made everyone stop. The way he didn’t need to be right in public.
He shook his head.
“I don’t have the experience.”
“You have.”
“This is not a junior role.”
“I know.”
“You really think I could do this?”
I wouldn’t be sitting here if I didn’t. He didn’t say anything for a moment. He said he’d think about it. He applied.
By the time someone looks ready to everyone, the difficult part of seeing them is already over.
A year later Marc is sitting across from me. Different building, different floor, different room, but the same room. The chairs are still too low.
He got the job. Now he’s showing me what he learned. Some of his first one-on-ones felt staged. Artificial. He had over-prepared them, tried to follow a script. Eventually he stopped trying to conduct them correctly. The man across from me is not the man I sat across from a year ago. His shoulders fill the chair now. His voice doesn’t trail off at the ends of sentences. When he says something he believes, he doesn’t look at the floor after he says it.
He’s prepared a document. A manager’s retrospective. What I Learned in My First Year. He shares it with me. I open it. Setting clear expectations early. Giving honest feedback and making a habit of it. Catch people doing something right. Especially the reserved ones. Find a personal connection with every team member, whatever that connection is.
I read through the list. He watches my face while I read. There’s one that stops me. Find a personal connection with every team member. Whatever that connection is. I point at it.
“It’s rare,” I tell him. “Most young managers don’t put much emphasis on that.”
Marc looks at the screen. Then at me.
“You told me that.”
“When I started. The first weeks. You were helping me onboard. You said exactly that.”
I have no memory of saying it. No. I have no memory of the conversation. But I recognize the thought. It sounds like me. And I forgot. Most of what you give people disappears from your view. You don’t get the report.
Marc was grinning. Not politely.
I was embarrassed. I tried to find something to say. Didn’t. Marc kept grinning until I surrendered.
We moved on.
Season One · Leaders · Story 3/12
Okay, Jonas - this hit me both on a professional level as a leader and a personal level - as a human.
"Most of what you give people disappears from your view. You don't get the report."
You “water” people without knowing you're doing it.
You say something in passing - forget you ever said it - and they carry it for years.
The invisible stuff.
The conversation that felt small to you - but changed the direction for someone else entirely.
I also want to be that kind of leader. Friend. Partner.
Not someone who manages numbers and data.
Nobody wakes up thinking that they wanna be “managed”. We can manage numbers and data - we can’t manage people. We lead people.
Beautiful piece of writing.
This made me pause and think of one of my TL who saw something in me before I saw it myself. Beautifully written.