Upward Focus: Manage, Coach, and Create Value in the Space that Fits You with Richard Russell (2/2)

If you think the job of a manager is to serve their team, think again. This week in episode 319 Richard Russell returns to make the distinction between how to manage well and the specific job of a people manager. As part of our discussion, Richard shares his transition into people management and how he later determined it wasn’t the right fit, his decision to pursue consulting, and the way he landed on coaching. We also highlight the importance of determining the definition of success in your work and finding the space that fits you.

Listen closely for tips on how to find the right coach who understands your world.

Original Recording Date: 02-17-2025

Richard Russell spends most of his time coaching leaders who work in scale-ups, big tech, and other corporate environments. If you missed part 1 of the discussion with Richard, check out Episode 318.

Topics – Pursuing People Management, The Job of a Manager is Upward, A Transition to Coaching, Comparing Coaches and People Managers, The Space That Fits You, Finding the Right Coach, The Greater Context

3:02 – Pursuing People Management

• Once you become a team lead you can go to maangement, stay team lead, or just be an individual contributor again. What made Richard want to move into people management?
  • Richard’s biggest realization was that people who were really good at specific technologies were better than him and getting even better at it faster than he was.
  • “Relatively speaking to people in my peers, I’m going to continue to fall behind, and the reason for it is because I’m not actually that interested enough to get really good at it…whereas they are…. I followed things that I was interested in, which was people.” – Richard Russell
  • In his early days, Richard was quite interested in Linux and programming ang got very good at it very fast. But then he lost interest in it because he got interested in other areas like business strategy, how people think, what management is, etc.
  • Richard remembers a teacher in high school commenting that he was a natural leader people would follow. Richard didn’t see himself in that light at the time because he was “the nerdy one.” Over time, as Richard was able to influence people (even before his role as a people manager), he began to recognize it was the result of an interest and care for people.
  • Richard shares a story of what motivates him using the example of a colleague he was able to help improve.
    • “These things stick in his mind – that care, that coaching, that attention that he got…the explanations that he got that were patient…and the trust that I had in him then moved him…. That interaction, that fundamental interaction with a human is the thing that continues to motivate me.” – Richard Russell, describing his impact on a colleague
  • Richard is always interested in technological bits and pieces, but eventually he will lose interest and move on to something else. When it comes to people, he’s never lost that interest.
    • Richard went into people management because he felt the topics related to it were and would be deeply interesting long-term. These interests might include topics such as people and how they think, how to influence people, how to solve communication challenges between people, aligning people with a business strategy, how to create value, what a good product is, etc.
• How did people look at Richard’s experience as a mentor and team lead when he was trying to move into people management? Were those experiences as relatable as we think they are?
  • Richard was a team lead at Deutsche Bank. He then became an individ