New startups come on the scene filled with incredible young people. These start-ups grow, the team expands, and those young people all of a sudden have the responsibility of a team under them. Just a few years prior, these folks were barely able to support themselves in their crazy, ever-changing company. Now, as “managers,” they are expected—often without any direction or manager role models—to know how to develop, coach, structure work, review, and set expectations for a whole bunch of new, incredible young people. First-timers want to quickly learn what it takes to be a successful manager—like they learned how to program, how to design, how to operate—and put those learnings into practice. But what does it mean to manage, and how do you teach someone to be a good manager? Enter Rachel Pacheco, an expert at helping startups solve their people and culture challenges. Pacheco, former Chief People Officer at Oxeon and a founding member of the executive team of the JPMorgan Chase Institute, conducts research on management at the Wharton School and works with CEOs and their managers to build the skills necessary to navigate a rapidly-scaling organization.