Basic Concept #17: Pick Your Manager, Not Just the Job
You don’t work for a company. You work for a person.
It might say “Google” or “Microsoft” on your paycheck, but your real experience—your growth, stress, visibility, energy—all runs through your manager.
Most people get this too late. They chase titles, brands, salaries, then realize: “Wait, who am I actually reporting to?” By then, everything’s already decided.
Why This Is Everything
A good manager clears the path. They protect you when it matters, push you when it counts, stay out of the way when you’re flying.
A bad manager creates friction. They micromanage, hide you, take credit, block your moves. They use you as a buffer, scapegoat, or tool. Worst part? They make you look like the problem.
This isn’t a soft detail. It’s the hidden variable behind most career success or failure. You can have the best role on paper and still be miserable if you’re reporting into chaos.
The Three Manager Types
Builders develop people intentionally. They ask good questions, delegate meaningful work, give credit publicly. They want you to outgrow the role. When they talk about their team: “Sarah just got promoted,” “Mark’s leading the new initiative,” “I’m proud of how Lisa handled that client.”
Maintainers keep things stable. Not particularly developmental, but not destructive either. Decent people managing decent teams. They talk about process: “We hit our numbers,” “The team is stable,” “Everything’s running smoothly.”
Extractors drain value from people. They take credit, avoid blame, create confusion. They see you as a resource to be consumed, not developed. They talk about themselves: “I delivered this project,” “My team executed my vision,” “I had to step in and fix things.”
The Wake-Up Call
When you’re stuck with an Extractor who undermines, ignores, or confuses you, staying to “prove yourself” is a game you can’t win. They don’t want you to succeed—they want you to make them look good.
A Builder can accelerate average performance. An Extractor can destroy exceptional work.
What to Look For
When you do get a choice—interviews, transitions, new projects—ask yourself:
How do they talk about their team? With pride and specifics, or in vague generalities?
How does the team talk about them? Do people seem energized or drained? Do they speak freely or carefully?
How do they handle disagreement? Do they engage with different perspectives or shut them down?
What questions do they ask you? About your goals and development, or just about getting work done?
The Strategic Reality
Your manager shapes your trajectory more than your performance does. This isn’t about fairness—it’s about reality. And the sooner you understand this dynamic, the better choices you’ll make.
Pick your manager like you’d pick a coach. They don’t have to be perfect, they just need to see you and help you get better, on purpose.
Your day-to-day energy and confidence flow directly from this choice. Choose carefully.