• Like
  • Save
Gleicon Moraes - Help, I became a manager
Upcoming SlideShare
Loading in...5
×
 

Gleicon Moraes - Help, I became a manager

on

  • 1,862 views

 

Statistics

Views

Total Views
1,862
Views on SlideShare
1,710
Embed Views
152

Actions

Likes
0
Downloads
0
Comments
1

5 Embeds 152

http://ignitesp.posterous.com 143
http://ignite.gotdc.net 4
http://www.linkedin.com 3
http://ignitesp.gotdc.net 1
https://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Gleicon Moraes - Help, I became a manager Gleicon Moraes - Help, I became a manager Presentation Transcript

    • Do Work Help, I became a manager (surviving tips)Thursday, March 24, 2011
    • About Me • 16 years working in the industry, different technical areas • Published articles in magazines, a book and spoke at conferences (NoSQL:br, QConSP, TDC, FFFFuuuu Conf) • Minister for The Church of the Latter-Day DudeThursday, March 24, 2011
    • Transition to Management • Had previous project leadership roles, decided about being technically focused, no management career • Worked on non-trivial projects, where management was almost not neededThursday, March 24, 2011
    • Transition to Management • Had previous project leadership roles, decided about being technically focused, no management career • Worked on non-trivial projects, where management was almost not needed • Opportunity knocked and I already knew that I cope better w/ my limitations than having a non-A manager telling me what to do. • Im pretty happy to be managed by intelligent people, on different levelsThursday, March 24, 2011
    • Management interactions • * Manager -> Your pairs (other Managers) • ** Manager -> Board * should be dealt with by you ** also should not affect your team directlyThursday, March 24, 2011
    • Management interactions • * Manager -> Your pairs (other Managers) • ** Manager -> Board • *** Manager -> his/her team • *** Manager -> other teams * should be dealt with by you ** also should not affect your team directly *** matters to your team, also their responsibilityThursday, March 24, 2011
    • Relationship with your pairs (Other Managers) • All about collaboration, clear boundaries • Give recognition to doers • Give a hard time to lazy/incompetent • Give ‘clash with reality’ • Draw the line between what you do care what you don’t • Knowing (well) your stuff is worth it.Thursday, March 24, 2011
    • Relationship with your pairs (Other Managers) • Give props to doers • Give a hard time to lazy/incompetent • Give ‘clash with reality’ Don’t forget that some of them might be in a MONKEY TRAPThursday, March 24, 2011
    • Write that down: Monkey TrapThursday, March 24, 2011
    • To make it clear: When a manager fool around, he/ she is about to enter in a world of pain. (Specially if he/ she needs to keep the job but don’t have the skills)Thursday, March 24, 2011
    • Relationship with your team • Forget micro management (http://en.wikipedia.org/wiki/Egocentric_bias) • Work on delegation/accountability (http://slidesha.re/g6BYth) • You don’t want Herd Behavior (http://en.wikipedia.org/wiki/Herd_instinct) • Deal w/ your team as you like to be dealt with: no BS, no treating like kids. Assume they know what to do. • Never, ever, take credit for other people’s work.Thursday, March 24, 2011
    • Relationship with your team • Forget micro management (http://en.wikipedia.org/wiki/Egocentric_bias) • Work on delegation/accountability (http://slidesha.re/g6BYth) • You don’t want Herd Behavior (http://en.wikipedia.org/wiki/Herd_instinct) • Deal w/ your team as you like to be dealt with: no BS, no treating like kids. Assume they know what to do. • Never, ever, take credit for other people’s work.Thursday, March 24, 2011
    • Relationship with your team • Forget micro management (http://en.wikipedia.org/wiki/Egocentric_bias) • Work on delegation/accountability (http://slidesha.re/g6BYth) • You don’t want Herd Behavior (http://en.wikipedia.org/wiki/Herd_instinct) • Deal w/ your team as you like to be dealt with: no BS, no treating like kids. Assume they know what to do. • Never, ever, take credit for other people’s work.Thursday, March 24, 2011
    • Relationship with your team • Forget micro management (http://en.wikipedia.org/wiki/Egocentric_bias) • Work on delegation/accountability (http://slidesha.re/g6BYth) • You don’t want Herd Behavior (http://en.wikipedia.org/wiki/Herd_instinct) • Deal w/ your team as you like to be dealt with: no BS, no treating like kids. Assume they know what to do. • Never, ever, take credit for other people’s work.Thursday, March 24, 2011
    • Motivation Crash Course ‘The thing is, Bob, its not that Im lazy, its that I just dont care. (…) when I make a mistake, I have eight different people coming by to tell me about it. Thats my only real motivation - not to be hassled’ – Peter Gibbons Office Space - (http://www.imdb.com/title/ tt0151804/quotes?qt0386861)Thursday, March 24, 2011
    • Management Fallacies • Agile methodologies, Extreme Programming, TDD, code review are not what a Manager is about. • Tools that a team chooses to help their day to day work • Roles are not honor badges. • Don’t waste other people time trying to be an evangelist of any methodology.Thursday, March 24, 2011
    • Management FallaciesThursday, March 24, 2011
    • A final word on Agile, Tests, OOP, Lean, ITILThursday, March 24, 2011
    • Hard Work Shuts MouthsThursday, March 24, 2011
    • Thanks @gleicon http://www.7co.cc http://zenmachine.wordpress.com http://github.com/gleiconThursday, March 24, 2011