The document provides an agenda for a crash course on managing people and teams. It discusses challenges of managing down such as balancing managing and delegating responsibilities. It also covers topics like motivating employees, recruiting, handling problem employees, establishing culture and communicating effectively. The document shares "rules of thumb" or pieces of advice from experienced managers and concludes by providing details on the author's consulting and training services.

1. Crash Course:
Managing People and Teams
Ron Lichty, Ron Lichty Consulting
www.ronlichty.com

2. Ron Lichty,
Managing Software People & Teams
SOFTWEST
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3. Coauthor, Study of Product Team Performance
http://www.ronlichty.com/study.html
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4. Why we wrote:
* Addison Wesley published October 1, 2012
*
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5. Management Training
• Isn’t it odd...
– how long we expect programmers to have
studied the art of programming
– how little we expect managers to have
studied the art of managing?
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6. Rules of Thumb / Nuggets of Wisdom*
* 300 in the book / more at http://managingtheunmanageable.net/morerulesofthumb.html
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7. 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 / more: http://managingtheunmanageable.net/morerulesofthumb.html
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8. Agenda
• Managing Down
• Motivating
• Recruiting
• Handling Problem Employees
• Shielding Your Team
• Managing Out and Up
• Establishing Culture
• Communicating
• So Why Manage?
• Q&A
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9. Great Managers
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10. Help Me Identify What It Takes
• Best manager you ever had?
What were the…
•Skills
•Behaviors
•Finesse
•Gifts of greatness
. . . that made them stand out? 10

11. Managing Down: 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
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12. Managing Down: Challenges
• Rule of Thumb about climbing the ladder:
The very thing that has made you successful
will get in your way in your next role.
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13. Managing Down: Challenges
• Rule of Thumb about climbing the ladder:
The very thing that has made you successful
will get in your way in your next role.
• Manage
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14. Managing Down: Challenges
• Rule of Thumb about climbing the ladder:
The very thing that has made you successful
will get in your way in your next role.
• Manage
• Delegate
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15. Leaders and Delegation
• Rules of Thumb
Trust but verify.
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16. Empowerment
Trust but verify.
-RONALD REAGAN
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17. Empowerment
Trust but verify.
-RONALD REAGAN quoting VLADIMIR LENIN
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18. – imperative not to micromanage
– the essence of delegation
– setting expected outcomes for teams
Empowerment
Trust but verify.
-RONALD REAGAN quoting VLADIMIR LENIN
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19. Leaders and Delegation
• Rules of Thumb
Trust but verify.
- RONALD REAGAN quoting VLADIMIR LENIN
I inspect what I expect.
- ALAN LEFKOF, Netopia CEO, quoting LOU GERSTNER
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20. Managing Down: Challenges
• Rule of Thumb about climbing the ladder:
The very thing that has made you successful
will get in your way in your next role.
• Manage
• Delegate
• See It as a New Learning Challenge
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21. Managing Down: Challenges
• Rule of Thumb:
The very thing that has made you successful
will get in your way in your next role.
• Manage
• Delegate
• See It as a New Learning Challenge
• Be a Motivator
• Don’t Be a De-Motivator 21

22. Motivators vs De-Motivators
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23. Motivating:
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?
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24. Motivating:
Making a Difference
• Why are you working here?
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25. Motivating:
Making a Difference
• Why are you working here?
• Make the connection
– the company’s mission
– the work each and every member of your team
is working on
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26. Recruiting
• A manager’s most important job
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27. Recruiting
• A manager’s most important job
• Give it the priority it deserves
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28. Recruiting
• A manager’s most important job
• Give it the priority it deserves
• Always be recruiting
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29. Recruiting
• A manager’s most important job
• Give it the priority it deserves
• Always be recruiting
• There’s no perfect record
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30. Handling Problem Employees
• Intervention beats performance plans &
firing
– Requires preparation, commitment, time
– But gets the job done earlier:
• One of two results:
– Turns them around
– Manages them out
—Marty Brounstein: Handling the Difficult Employee
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31. Agenda
• Managing Down
• Motivating
• Recruiting
• Handling Problem Employees
• Shielding Your Team
• Managing Out and Up
• Establishing Culture
• Communicating
• So Why Manage?
• Q&A
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32. Shielding Your Team
Be a damper to the noise. --Joe Kleinschmidt, CTO
John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk
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33. Shielding Your Team
• Threat to your team
– Torrent of politics, “opportunities,” issues
– Sap your team’s focus
• Challenge for you
– Be a conduit for Mission, Passion, Strategy
– While shielding your team from distraction
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34. Managing Out and Up
• “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
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35. Managing Out & Up
• Challenging because
– your peers increasingly are not technical
– and your boss may not be either
• …they’ll pressure you
– to micromanage your team (or let them)
– to report on / prove your team’s productivity
– to fill your team’s plates to capacity
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36. Productivity
The Apple Lisa team’s managers had asked
engineers to report, each week, how many
lines of code they’d written. The first week,
Bill Atkinson turned his attention to making
QuickDraw faster and more efficient,
reducing the previous week’s code by 2,000
lines. He duly reported that he’d written
minus-2,000 lines of code for the week.
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37. Capacity
• Slack is critical to throughput
– 100% capacity results in bottlenecks
--photo (c) Bud Adams, SXC, www.aimpgh.com
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38. Establishing Culture
• Does your company live its values?
• Programming culture corporate culture≠
– Wall parts off
– Substitute and bolster more appropriate values
• Wherever you can, leverage culture & values
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39. Establishing Culture
• “Publicly reward or acknowledge
engineers who act in a way that supports
the culture that you want to create.”
—Juanita Mah, engineering manager
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40. Establishing Culture
http://www.ManagingTheUnmanageable.net 40

41. Communicating
• You have to communicate more
• Encourage your team to communicate
• Create a culture of communication
– at every level
– with everyone
• up, down, within and across
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42. Communicating
• You have to communicate more
• Encourage your team to communicate
• Create a culture of communication
– at every level
– with everyone
• up, down, within and across
• “We have two ears and one mouth. Use them in
this ratio.”
— Kimberly Wiefling
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43. So Why Manage?
• You get to go broad
– Affect more of the product
– Affect more of the customer experience
• You get to be more in the conversation
• You get to mentor and coach and motivate
– A whole team
– To become something more
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44. A Few Closing Rules of Thumb
• If you’re a people manager, your people are far more important than
anything else you’re working on.
—Tim Swihart, Engineering Director
• Projects should be run like marathons. You have to set a healthy pace
that can win the race and expect to sprint for the finish line.
—Ed Catmull, CTO, Pixar Animation Studios
• In applications with high technical debt, estimating is nearly
impossible.
—Jim Highsmith, Agile Coach and Leader
• The quality of code you demand during the first week of a project is
the quality of code you’ll get every week thereafter.
—Joseph Kleinschmidt, CTO, Leverage Software
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45. 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 study:
The Study of Product Team Performance
– http://ronlichty.com/study.html
• I train managers and teams:
The Agile Manager
Managing Software People and Teams
Zero to Agile in Three Days
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46. 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 study:
The Study of Product Team Performance
– http://ronlichty.com/study.html
• I train managers and teams:
The Agile Manager
Managing Software People and Teams
Zero to Agile in Three Days
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