The Same Side of the Table
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Managers should always stand on the same side of the table as their direct reports during meetings, treating team performance as an extension of their own leadership. Practical tactics are offered for handling a team member struggling in front of others—taking over gracefully, pausing to circle back, or absorbing blame—without over-defending or publicly turning on them. A real example describes prepping mid-level PMs and engineering managers for a high-stakes board presentation, including acting as a 'spotter' during the meeting. The piece closes by comparing this to sports teams, which rarely blame a single player publicly, arguing that closing ranks builds trust, reduces fear-driven underperformance, and signals honor that top talent seeks out in a manager.
