Been IC for 10yrs 1st yr as Mgr. Happy about the switch. Not sure what are my next steps. what are possible roles I can take next? how not to struck as middle manager? #management
Decide what is more important for you: your people or your own career. In most cases you can not have both.
Taking care of your people should = taking care of your career. Anything else suggests toxic self-serving culture. If your team does well then you do well; take care of your team.
Agree but in most places you will have to deal with a forced curve.
Get the book "managers path" and follow the suggestions there. Stay technical, at least the first few years. Accept that you are going to make mistakes and ask for help. Surround yourself with strong ICs and strong managers. Don't micromanage. Allow your people to talk to other departments, encourage them to have skip level meetings. Get feedback from them. Great ICs don't become great managers so don't assume anything. This is a brand new role. Try to learn and enjoy.
Wrong questions. You should be asking for advice on how to be a great manager. Try to be great, not decent or good, and you will get rewarded and get more responsibility. Take this as constructive feedback. I don’t assume you’re a bad manager, but you can always get better and that should be your goal.
fk5d8er I don’t know what skills makes a good mgr to great manager? Like leet code to devs, is there any tool for management so i can master it. I feel Mgmt is more of personality(feeling happy about helping others to succeed) . My question is, while doing this how can i progress without boasting to my boss that “ I did all this” infact its the team who did it i am only the servant. What are the artifacts i should show case?
Good luck. I have had 2 bad, 1 very good manager. Signs for good one: 1. Never micromanage, until it is the only way. If you micromanage out of missing deadlines etc, you will setup your team for distrust and people will leave left and right. 2. Your peoples career is your job. Put it before yours, and you will find great success. Make yourself obsolete, and you will thrive 3. Be sure to stop coding. Like... Really. It sucks when you dont have the time to code, but you really have to stop. Let people do it, be there for direction. Tell them what needs done, not how. 4. Understand the business you are in. As a manager your job is to find as many great opportunities for your peipke as possible, and this is the only way to find them L7 IC who followed his dream manager.
Depends on what you want. If climbing the ladder is important to you than do so. Me, I prefer to be closer to the real work, at least for now
Smh This is why many women are frustrated professionally. They have a hard time being seen as professionals. Some insist on seeing them primarily as dating objects.
Book: The Manager’s Path From another post by an Amazon SDM: Learn how to win trust of others. Learn how to be genuinely focused on enhancing others careers Learn how to give up your engineering (it’s hard. You will have withdrawal symptoms) Learn how to unite your team so they are stronger together Learn how to choose the right battles that you can win. Be close to tech leads and PEs so they trust you Learn to talk about technical topics in full detail or at high level depending upon audience Learn how to manage top performers so they are always winning Learn how to manage bottom performers so they are not slacking Learn to play politics with other SDMs who want to take away your credit Learn how to be visible whenever there is an opportunity Learn to listen and help remove hurdles Trust others but keep verifying randomly Document. Document. Document Remember if it’s not being measured or tracked, it’s not gonna meet the deadline Every thing tends to fail and everyone has seemingly valid excuse why it’s not their fault. You need to make it happen. Appreciate whenever it’s justified. It’s not about you. It’s about others Learn when to micromanage and when not to
I have big trouble with point 3 from the bottom. How can I make it happen irrespective of so many dependencies. I planned a release, realized no buffer resources and told the boss. Boss said said we have enough to execute it. Last sprint, half of team is either sick or leave and missed release. What should I have done different?
Under promise over perform