Successful team leads excel at communication: Items to discuss should be worth the face to face time.
As a manager, your first team is not the people that report to you but your peers. Ask for what was good/bad. Don’t ignore areas you don’t know - sooner or later you’ll have to and by then you’ll feel guilty about having avoided it. Team happiness: not just about praise, more about ensuring that they can fulfil their potential (give them a challenge, something interesting and enough time/equipment/budget), “Purpose-based binding” for team - they know their purpose and have shared values. People on CFTs still need 20% sustainability/meeting/interview etc time. Visionary – You’ll get a glimpse of the future and what it might mean for you. The last chapter on the management path, Chapter 8, is all about senior leadership. We learn the most from failures: examine failures to decide what structure needs to be added. See all formats and editions Hide other formats and editions. All Rights Reserved, http://lara.hogan.me/blog/first-one-on-one-questions/, 121s are very important - don’t move them. You must create a Free Account in order to download or read online book. what policy change). “Not right now”: you must do something later.
I read it cover-to-cover, then went back to compile all of my margin notes and underlined parts. Concrete Examples – You’ll get practical advice illustrated with examples of real-world applications or anecdotes. Fournier shares a key rule for making your reviews effective: “If you can’t use a concrete example to support a point, ask yourself if the point is something you should be communicating in the review.”. This is more a set of personal take-aways than a full review of the book. Software engineering managers are first, last and always technologists – professionals who rely on logic, analysis and programming expertise as the building blocks of their careers. “Yes (we can) and (all we’ll need to do is delay the other project. An innovative new valuation framework with truly useful economic indicators. Measuring health: release cadence (if bad do timeline), release failures (what went wrong, where do we need more confidence (e.g. best people give praise to their team? Engineering managers are also change agents and, often, significant assets to their companies. Rockstar jerks - tell them in private, but if needs be, call them out in public “please treat other kindly”. Also where tech can create new business. They are objective and willing to try new approaches if the old ways don’t work. Summary of Camille Fournier’s The Manager’s Path by Milkyway Media by Milkyway Media Study Aids Books Camille Fournier’s The Manager’s Path (2017) is a administration adviser for leaders in the technology industry and computer engineers because affective into management. Deal with simmering issues before they have a wider effect. Debugging teams: check the data (check team dynamic, team chat, tickets, code reviews, code, meetings). The Manager's Path. This is a broad and deep playbook of how to Public for praise, private for criticism. She offers interesting surprises and calm guidance for software engineers looking to move into management and for those promoted into management against their better judgment.
plugable components, avoiding lockin - check with product team what changes they think might be important in future, Retrospectives - of sprints, of decisions, of projects. If your manager misses them how about emailing them, Old adage of “bring a solution, not a problem”. Provide feedback regularly. The goal is not to stress them out but to help them get context into what they’re dealing with. We’ve been a fan of her work for some time, as we’ve quoted her in a number of our past posts. (If you’re non-technical, many of these still apply.). It’s transparency, sharing, scaling. Build trust and rapport. Understand the person - what motivates them? Dealing with politics or internal problems? One of the most important things you do as a manager is give feedback to your team. You have to be able to manage yourself if you want to be good at managing others. “Help me say yes” (ask them to persuade you- e.g. Camille Fournier reinforces this concept when she wrote: “When they believe that their manger sees the good things they do, they’ll be more open to hearing about the areas where they might improve.”. Lack of respect (for you or team) - tricky, ask what they expect, may need help from your manager to resolve, You should be the “technically savvy voice” (asking questions of both engineering and product teams to ensure the right decision - e.g. Here’s how. Check teams understanding of what they think the goals are. Performance reviews - cover the whole period (not just last month) - much easier if you have 121s and continuous feedback notes. You must back the message (even if you don’t like it). If you want autonomy over your work, you must gain mastery over your time. You trust them as experts in their areas. Should be a “master of conflict” - removing your ego (stop telling stories), clarifying complex situations, “telling people hard facts by not embellishing”, Being curious can help in many situations.
Commit to the decision. Include the whole year: summarize the 1-2-1.
They need breathing space (and you need to avoid potential “favourites”). My detailed write-up (31 pages) can be found here. Code reviews - more about communication (and “missing test case”, “please update docs”), generally doens’t catch bugs (that’s what tests do). Good to keep some people in a “core” team for critical pieces. Depersonalize decisions - e.g. She refutes the widely held idea among software engineers that management is a “soft” skill that requires less willpower than engineering. As Fournier reminds us, “you are not their parent.” Treat your team like adults and include them in key decisions and challenges, and you’ll strike a much better balance for when to shield them. Leaders in CFTs are often the best communicators, more efficient or best product sense. Some “brilliant, introverted” engineers don’t want to manage. As a person - how do they prefer to receive feedback (good or bad) - email/in person/in public. You need an hypothesis to learn from new processes and structures. “Get curious” to work around this - are we delegating decision because others are better or becuase we are afraid of making the decision? Start here. Analyze and explain engineering/business tradeoffs. In fact I’d go further - as I read someone else “your job is to make your manager look good”. Share it so your friends can, too: Sign up to join over 25,500 managers who get our latest posts to learn: A Blog About Leadership & Management Advice, John Wooden’s book we recently highlighted, best questions to ask and topics to cover in your one on one meetings. And if you need to choose someone to become a manager in your company, take the time to talk to them to make sure they’re interested in those responsibilities. Find biggest tech opportunities/risk and meet them - recruitment/retention/process/… Risk management (what’s acceptable, what isn’t), Push direction of business - tech arm shouldn’t just be an “execution arm”, Prioritise by making changes - postpone or kill other work, hire more people, etc, Say everything three times - say it in person, email it, ask them about it, say it in a team meeting, Sell all change as a good thing (even if you disagree, if it’s late, or urgent), Don’t just too quickly to fix everything - often things resolve by themselves (but third time it’s raised, do something), Equally, if you raise something, expect to do it three times before the escalation happens. Create a 30/60/90 day plan with both personal and company goals, New hires: have new hire docs, get them to improve it. It’s purpose built to make it easy to build the right habits with your team from career growth, to effective, actionable 1 on 1s, and more. Your highlights will appear here.
Planning is hard and takes time. I’d argue reading the whole thing will help you understand those above you and get you thinking about what’s next. If you’re not ready to take on management type responsibilities, don’t take them on.”. Interspersed throughout are sections … Same with our systems (teams, process). Setting strategy - find pain points, expected growth, tech landscape, which areas to concentrate (front end, backend, mobile, sales support), consider possible future directions. If you’re looking to understand the path from individual contributor to senior leader, and how to be effective every step of the way, this is an excellent read. Camille Fournier, the managing director and head of platform engineering at Two Sigma, is the former CTO of Rent the Runway and a former VP of technology at Goldman Sachs. Leaders in tech teams are often good techies.
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