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Challenges of the new Engineering Manager
- 1. Challenges of a new engineering manager Tom Bartel
- 2. Tom Bartel With trivago since 2013 Wanted to code more Didn’t work out Team Lead / Engineering manager @twbartel
- 3. Management?
- 8. –From http://www.bersin.com/blog/post/2011/03/Google-Studies- Management-and-Uncovers-the-Fundamentals.aspx One of the revelations which Google discovered was that "the biggest controllable factor in high performing teams was the quality of the manager, and how they sort of made things happen." Google: Project Oxygen
- 9. Core mission Turn each employee’s unique talents into performance
- 10. Who to pick for this job? vs.
- 13. Productivity as a developer Commits Completed tasks Shipped features
- 14. Productivity as a manager Commits Completed tasks Shipped features
- 16. 8:30 - 9:30: email, make appointments, check workshop signup 9:30 - 10:00: Discussion on merge request 10:00 - 10:15: Discussion with Product Owner on priorities 10:15 - 10:30: Standup of standups 10:30 - 11:00: One-on-one meeting with a Product Owner Daily activities (1)
- 17. 11:00 - 13:00: Small stuff 13:00 - 14:00: Meeting on the new workflow 14:00 - 15:00: Meeting on replacing our package management server 15:00 - 16:30: Review the results of the company survey. Summarize a peer review for an employee. 16:30 - 17:00: One-on-one meeting with a developer. Daily activities (2)
- 18. –Joel Spolsky The “management team” isn’t the “decision making” team. It’s a support function. You may want to call them administration instead of management, which will keep them from getting too big for their britches. Management = Administration
- 19. But also: Management is real work Provide training opportunities Give actionable feedback Encourage Help with a role change
- 20. It’s about the long-term Trust Retention Growth
- 21. DRY = Don’t Repeat Yourself DRY = Do Repeat Yourself
- 22. Productivity redefined Connect two people Learn something new about a colleague
- 23. Productivity redefined Help somebody with bureaucracy Teach somebody something
- 24. Productivity redefined Bounce ideas back and forth Get somebody equipment they need
- 25. –Andy Grove “A manager’s output = the output of his organization + the output of the neighboring organizations under his influence.” It’s not about you
- 27. 2. Who am I to …?
- 28. All of a sudden you are asked… Vacation approval May I work from home on Friday?
- 29. Yesterday, you were just another introvert developer
- 30. Today you are on stage
- 31. Hiding is not an option
- 32. New responsibilities Give critical feedbackListen to complaints
- 34. Awkwardness
- 35. –Rich Armstrong, “Be a Manager”, https://medium.com/servant-leadership/ be-a-manager-3b0e39d87179 “Start learning to be a manager, and be uncomfortable about it.”
- 36. So what to do?
- 37. Just go with it
- 38. Get a mentor
- 39. Do peer coaching
- 40. 2. Who am I to …?
- 41. 3. Problems don’t come to you …
- 42. I quit
- 43. Open door policy
- 45. Why is that? I don’t want to steal the boss’ time. I don’t want to make a big fuss of it. I’ll wait for the right time*. * The right time will never come. Probably it’s me. If I try harder, it will be fine.
- 46. …you have to find the problems.
- 49. One-on-one rules 1 + 1 = 2 30+ min Every 1 to n weeks Agenda set by employee
- 50. One-on-one topics Progress of certain projects Employee happiness Exchange feedback Personal topics Problems in the organization Employee goals https://jasonevanish.com/2014/05/29/101- questions-to-ask-in-1-on-1s/
- 51. Value of one-on-ones Trust and Rapport Feedback Ideas Growth
- 52. Wrapping up…
- 53. Challenges 1. Redefine productivity 2. Overcome the “Who am I to…?” syndrome 3. Go and find the problems
- 54. Books
- 55. tombartel.de
- 56. Thank you! Questions? Yes? Please?