Hire Managers of One

The discussion begins with the core principle at 37signals that everyone should manage themselves, a practice rooted in their early team structure which was composed of small, autonomous units without formal managers. As the company grew, this principle persisted, emphasizing the importance of employees being self-sufficient, organized, and capable of managing their own work without heavy supervision. This approach reduces the need for traditional managerial oversight, instead fostering a culture of independence and responsibility in each employee.

The podcast highlights practical tools like Basecamp's Automated Check-ins, which streamline communications and self-reporting. These tools replace frequent check-in meetings and enable employees to self-manage by setting their work plans and updating progress independently. They serve to maintain visibility into work without micromanagement and support the company's broader goal of promoting managers of one. The hosts also discuss how these practices help the company continue smoothly even when key team members are absent.

When hiring, the team seeks individuals who demonstrate autonomy, mastery, and purpose, as described in Daniel Pink's book 'Drive.' They often assess candidates through work samples, like short projects, to evaluate their organization, thoughtfulness, and self-management skills. Backgrounds such as running a business or managing projects can be good indicators of suitability. The emphasis on these qualities ensures new hires can thrive as managers of one. The hosts also note that these qualities are valuable not only during hiring but throughout performance management.

Managers at 37signals are seen more as facilitators than traditional supervisors. Their role is to remove obstacles, support independence, and create an environment where employees can work uninterrupted and effectively. Effective managers of one are characterized by their ability to help their teams work more easily, often by simplifying processes, removing distractions, and providing guidance when needed without micromanaging. The culture values humility, openness to feedback, and the ability to adapt solutions collaboratively.

The hosts acknowledge that managing highly independent, decision-making employees can be challenging. However, they emphasize that the key is not strict management but facilitation—helping employees succeed by clearing roadblocks and supporting their autonomy. They differentiate between good managers of one—those who facilitate and support—and those who might overstep by taking problems into their ego or insisting on their solutions. The importance of humility and collaboration in this role is underscored.