Time to go

No matter what. You are leaving your team. Based on your country and your situation, you have a different amount of time. Maybe your employer asked you to go right away, and sometimes you have a guaranteed cancellation period (e.g., in my home country, it's two months). Sometimes you may have even more time - right now, I'm finishing my 5-months-long notice period that my position dismisses. What to do during such a long period. (after several drinks) I've decided to do something exciting and make myself useful. So, I've created a list of things I usually do for my teams. It's not anything like daily work distribution or technical work or approving vacations in our information system. Mainly the - you know - dealing with this The peoples. How to ensure personal growth? How to decide on my next career? How to discuss my promotion or raise with a person I don't meet that often? What achievements to emphasize and which to keep silent? What about feedbacks? How to share mainly the negative one among the team? And how to decide on KPIs and personals tasks when these affect bonuses? How to get what I need and stay only modestly annoying? I've created a list and figured out it's going to take several years. My teams and other managers helped me to prioritize the list. The main areas were hiring, performance review sharing, and career plans. Once I had a list and a clear target, I figured out how good it is. Unless being in this situation, where I have a strong motivation for the perfect handover of my duties (motivation) and limited time (challenge), I wouldn't have tried many experiments. Each of these experiments could severely damage the team. Wrongly shared feedback will damage the team relationships, not sharing the feedback will do even worse. Ignoring a clear career wish will make you an endless junior. Being too ambitious will damage your relations within the team. All thee items have the same basics - is like teeth brushing: skip once, and it's somehow ok. Skip for a week, and there will be some complaints. Skip for months, and it's going to be expensive. Curiosity and the people kept me motivated. Interest in how they'll deal without me and making sure they'll be ready. It's a manager's ultimate goal to let his people grow - although you may not be there.