Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

12 Take Aways - Managing the Unmanageable

446 views

Published on

His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).

Published in: Software
  • Be the first to comment

12 Take Aways - Managing the Unmanageable

  1. 1. 12 Take-Aways: Managing the Unmanageable Ron Lichty | Ron Lichty Consulting Ron@RonLichty.com | www.ronlichty.com
  2. 2. Ron Lichty, Managing Software People & Teams SOFTWEST
  3. 3. Why we wrote: * Addison Wesley published October 2012 *
  4. 4. 12 Take-Aways: Managing the Unmanageable Ron Lichty, Ron Lichty Consulting www.ronlichty.com, Ron@RonLichty.com
  5. 5. Take-away #1 • Isn’t it odd... – how long we expect you to have studied the art of programming – how little we expect you to have studied the art of managing?
  6. 6. Manager Training with Impact • Managers and the Law • Situational Leadership • Reflective Listening
  7. 7. Manager Training with Impact • Managers and the Law • Situational Leadership • Reflective Listening • Managing Software People and Teams (live classes &, this year, LiveLessons)
  8. 8. Manager Training with Impact • Managers and the Law • Situational Leadership • Reflective Listening • Managing Software People and Teams (LiveLessons, and live classes) • The Agile Manager
  9. 9. Manager Training with Impact • Managers and the Law • Situational Leadership • Reflective Listening • Managing Software People and Teams (LiveLessons, and live classes) • The Agile Manager • Impactful training you’ve taken?
  10. 10. Training Agile Dean Leffingwell: transitioning factories to Lean, in Asia
  11. 11. Training Agile ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)
  12. 12. Training Managers: Where’s the Manager? ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)
  13. 13. Take-away #2 • Find a mentor
  14. 14. How we came to write: * Addison Wesley published October 2012 * Mentoring
  15. 15. How we came to write: * Addison Wesley published October 2012 * Co-mentoring
  16. 16. Rules of Thumb / Nuggets of Wisdom* * 300 in the book ____________________________________________________________________ Managing the Unmanageable http://www.ManagingTheUnmanageable.net
  17. 17. Rules of Thumb / Nuggets of Wisdom* • Measure twice, cut once. • Life is simpler when you plow around the stump. • Brooks’s Law: Adding manpower to a late software project makes it later. – Frederick P. Brooks Jr. * 300 in the book
  18. 18. Take-away #3 • leverage Rules of Thumb in managing
  19. 19. Take-away #4: Always Be Recruiting • Recruiting: A manager’s most important job • Always be recruiting – Be out there • Know: There’s no perfect record
  20. 20. Take-Away #5 Handle Problem Employees • Intervention beats performance plans & firing – Requires preparation, commitment, time – But gets the job done earlier: • Marty Brounstein: Handling the Difficult Employee • One of two results: – Turns them around – They quit on their own
  21. 21. Take-Away #6 Programmers Aren’t All Alike! • Programming disciplines • Generations of programmers • Morning people vs night people • Employees vs Contractors • Proximity • Cowboys vs Farmers
  22. 22. Take-away #7 In the beginning, everyone will talk about scope, and budget, and schedule, but in the end, nobody really cares about any of those things. The only thing they care about is this: People will love your software, or they won’t. So that’s the only criterion to which you should truly manage. —Joseph Kleinschmidt, SF CTO / now CEO
  23. 23. Take-away #8 • Leading by example occurs whether you like it or not. — Jateen Parekh, Founder & CTO of Jelli Crowdsourced Radio
  24. 24. Take-away #8 • Leading by example occurs whether you like it or not. — Jateen Parekh, Founder, CTO, Jelli Crowdsourced Radio • Example is not the most important way of influencing other people. It’s the only way. — Albert Schweitzer
  25. 25. Leading by Example: Nugget of Wisdom • Nothing undermines your credibility as a manager more completely than pounding on your team all year to get their work done on time and then telling them you don’t have their reviews done because you were busy. Whatever you were busy with likely wasn’t managing your people, so you’ve just proven to them that they don’t matter. Good luck motivating them next year. – Tim Swihart, engineering director, Apple Computer
  26. 26. Take-away #9 Rule of Thumb about climbing the ladder: The very thing that has made you successful in your last role will get in your way in your next role.
  27. 27. Take-away #9 Rule of Thumb about climbing the ladder: The very thing that has made you successful in your last role will get in your way in your next role. • Manage
  28. 28. Take-away #9 Rule of Thumb about climbing the ladder: The very thing that has made you successful in your last role will get in your way in your next role. • Manage • Delegate
  29. 29. Leaders and Delegation • Rules of Thumb Trust but verify. 29
  30. 30. Leaders and Delegation Trust but verify. -RONALD REAGAN 30
  31. 31. Leaders and Delegation Trust but verify. -RONALD REAGAN quoting VLADIMIR LENIN 31
  32. 32. – imperative not to micromanage – the essence of delegation – setting expected outcomes for teams Leaders and Delegation Trust but verify. -RONALD REAGAN quoting VLADIMIR LENIN 32
  33. 33. Leaders and Delegation I inspect what I expect. - ALAN LEFKOF, Netopia CEO, quoting LOU GERSTNER 33 Trust but verify. -RONALD REAGAN quoting VLADIMIR LENIN
  34. 34. Take-away #9 Rule of Thumb about climbing the ladder: The very thing that has made you successful in your last role will get in your way in your next role. • Manage • Delegate • See managing as a new learning challenge
  35. 35. Take-away #10 • These are not the same things – Be a Motivator – Don’t Be a De-Motivator
  36. 36. Motivators vs De-Motivators
  37. 37. Take-away #11: Be Careful What You Reward • “Behavior revolves around what you measure.” – Jim Highsmith • “Firefighters who get rewarded carry matches.” – Kimberly Wiefling • Do you define “done” as “coding complete”? – Or as features that delight customers? • If you reward heroes... • Be very careful trying to reward with cash
  38. 38. Take-away #12 • “The single most important leader in an organization is your immediate supervisor.” – Jim Kouzes • “You can safely assume all perceptions are real, at least to those who own them.” – Joe Folkman
  39. 39. 12 Top Take-aways: These, or... • Onboarding: Your new hire’s first day • Fostering and nurturing unique culture • The value of one-on-ones • Managing your people • Getting programmers to work together well • Or... 300 Rules of Thumb and Nuggets of Wisdom in one place
  40. 40. Ron Lichty Consulting • Mentoring, coaching, training, consulting: – http://ronlichty.com, Ron@RonLichty.com • The book: Managing the Unmanageable: Rules, Tools & Insights for Managing Software People & Teams – http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb • The video training: LiveLessons: Managing Software People and Teams – http://ManagingTheUnmanageable.net/video.html • The study: The Study of Product Team Performance – http://ronlichty.com/study.html • Training: The Agile Manager Managing Software People and Teams Zero to Agile in Three Days 40
  41. 41. Informit.com/lichty Also available on the Safari Bookshelf

×