3 min read · Oct 25, 2022
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Co-authored with Dave Glick, CTO at Flexe
Amazon L7 is the manager of managers, or “Senior Manager” level. While team sizes vary by discipline, they range from 20 to 80 and represent the first time a leader has to manage through other managers. There are equivalent levels at all of the FAANG companies, sometimes called L7 but also M2 (Meta) or 66 (Microsoft). Success at this level takes different skills than small team management, particularly at the high end in order to be promoted to Director.
Dave and Ethan both separately developed “L7 manager talks,” which we gave to many new L7s both on our own teams and when coaching others. In this talk we explain how a leader must change their actions and learn new skills to be successful at this level. This post contains a combined version of the best of each of our thinking. We hope it helps people at this level as well as their Directors, who must support their growth.
A short written version of the talk:
The Senior Manager level is where leaders make the transition from line managers, who are mainly focused internally on their teams to get things done, to executives (Directors on up), who are mainly focused on working across organizations to meet company goals. Leaders at this level also find that they cannot know the intimate details of each employee’s work.
At the Senior Manager level it is assumed that you can run your teams and have them deliver to their goals. While this used to be considered the core of your performance as an L6 Manager of a small team, it is now considered to be only the beginning. It is taken for granted that you can do this. To be a successful Senior Manager you are now expected to start thinking about your larger organization or company goals, and to do work that not only benefits your team, but that raises the overall level of delivery for your whole organization. In short, in addition to looking inwardly at your team, you must now look outwardly at your peers and adjacent teams to help them succeed.
In terms of behaviors, this requires many changes. You must hire and develop managers capable of running their own teams as you used to do. You must then trust them to do so and delegate your old internal focus to them so that you have time for other work. You must then put time into understanding the larger group or company strategy. Once you understand, you must direct your teams in ways that support this strategy, even if that makes things harder for your teams. You are now optimizing for the larger world, not your own ease. Finally, you put effort into improving the entire organization, contributing your expertise to others and accepting their help in return.
Until now, you have been able to put your head down and “Do work.” Interpersonal skills with peers weren’t as important. One of the biggest changes as a Senior Manager is that you need to be able to work across the company with people who don’t have the same interests as you, and whose time and performance you don’t control. Many folks at this level will want to write off some of their colleagues who are optimizing for different things as “They’re dumb” or “I can’t work with them.” To continue to grow your career, you will be exposed to people from other backgrounds and training, and you will have to learn to work with them, even if you don’t see eye to eye. Some of this can be summarized as “Don’t be a jerk” — success starts with your own attitude and emotions when other leaders do not share your priorities.
As a seasoned professional in organizational leadership and management, my expertise extends to the nuanced challenges faced by leaders at the Senior Manager level, specifically within the context of major tech companies such as Amazon, Meta (formerly known as Facebook), and Microsoft. My depth of knowledge allows me to elaborate on the concepts discussed in the article penned by Ethan Evans and Dave Glick on Oct 25, 2022, regarding the role and expectations of an Amazon L7 manager.
Firstly, the designation "L7" signifies the Senior Manager level at Amazon, often referred to as the manager of managers. This level represents a critical juncture in a leader's career, marking the transition from line managers to executives. The article emphasizes that success at the L7 level requires a different set of skills compared to managing smaller teams, especially when aspiring for further promotions to Director or equivalent positions.
The team sizes for L7 managers at Amazon can vary widely, ranging from 20 to 80 members. It's crucial to note that this role involves managing through other managers, and the leader is expected to shift focus from internal team dynamics to a more holistic perspective that aligns with the larger organizational goals.
The article touches upon equivalent levels at other tech giants, such as Meta (formerly Facebook) and Microsoft, where similar roles may be designated as M2 or 66, respectively. This indicates a commonality in the organizational hierarchy and leadership structure across major tech companies, underscoring the transferable nature of leadership skills among these industry giants.
The Senior Manager level is described as the stage where leaders need to move beyond merely running their teams to becoming executives who collaborate across different departments to meet overarching company objectives. A notable shift is highlighted, where leaders can no longer micromanage every detail of their employees' work and are expected to contribute to the success of the entire organization.
Key behavioral changes are outlined for success at the Senior Manager level. Leaders must hire and develop managers capable of independently running their teams, trusting them with responsibilities that were once the manager's core focus. Delegating internal tasks allows the Senior Manager to devote time to understanding the larger organizational or company strategy, aligning their teams with this strategy even if it challenges their individual teams.
Additionally, interpersonal skills become paramount at this level, as leaders are required to work collaboratively with peers and adjacent teams. The article emphasizes the importance of not dismissing colleagues with different priorities or approaches, advising leaders to refrain from a dismissive attitude and learn to collaborate effectively with individuals from diverse backgrounds and perspectives.
In summary, the article provides valuable insights into the unique challenges and expectations associated with the Senior Manager level at major tech companies, offering guidance on how leaders can navigate this crucial stage in their careers and contribute to the success of the broader organization.
