If your career path is anything like mine, you started your job making something—let's call it "the product" for simplicity. You were so good at making this product that your company promoted you (SCORE!), and now you're managing people who make this product. Suddenly, you're being asked to inspire, not do. Lead, not micromanage. Be the signal, not the noise surrounding the signal. But here's the problem: How do you actually do this? How do you manage—or better yet, lead—with