[Cyberdogs7]

I very much could, but again, I am a lazy manager. Not even trying to convey sarcasm there.

I do believe them doing the work is important to point 1., putting them in-control. The most important part of my job is setting them up to succeed. If they require their manager to always positively advocate for them, they are leaving their careers up to change. Not all managers are looking out for their directs, so teaching people to look out for themselves is important to me.

[lowbloodsugar]

Your job is to know who is creating value to the company. If the company comes to you and says "Tough times. Need to axe one person. Who is it?" are you going to ask your team?

Your job is to know how the team functions together. What are the skills of your team, who is better at what, who gets on with who, etc. You going to ask them each to write that down too?

I get the value of having them also do it for themselves, but if they write down total bullshit are you going to spot it? Seen that happen. Or if they miss things that you thought were valuable and they didn't? Are you planning on just remembering it six months later?

>I am a lazy manager

You will do well in corporate America or higher education, apparently.

[Cyberdogs7]

I think people are making many assumptions about my overall management style based on my process for a very small aspect of the job.

While I joke about being a lazy manager, I do not agree I am uninformed.

I have ~20 hours of 1:1s per week. I take detailed notes of every single one (transparently, as I share my notes with the person I am doing 1:1's with).

Because I am talking with everyone across the org, constantly, I am getting a constant stream of data on accomplishments, struggles, motivations, working relationships, and performance. I can instantly name my top and bottom performers, by level, and go into detail on why they have that rating.

The accomplishment tracking that I have engineers do is more of an internal resume. It could even prove to be an external resume.