Navigating power dynamics as a manager

Power differences are inevitable in teams. Here are some ways to reduce the power imbalance as a manager.

I once joined a software team led by a person called Kris (not their real name). Kris had a fantastic technical background and enthusiastically shared their knowledge with the team. In feature design sessions, I noticed Kris would be the first to suggest a design approach, and ask, ‘What do you think? Do you have any feedback?’ Others would often provide a few comments, but rarely propose significant alternatives.

One day, our team had to rework how we sent emails to customers, so we held another design session.

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