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From Engineer to Engineering Manager
- 1. @PRLA CTO SCHOOL BERLIN SEPTEMBER2018 WELCOME FROM ENGINEER TO ENGINEERING MANAGER
- 2. Xmas 1989 First computer:ZX Sinclair 2008 Masters Computer Science 2003 First Summer Job: Perl Scripting 2008-2014 Freelance Full-Stack Developer 2015 Backend Engineer 2016 Team Lead / Engineering Manager 2017 Director of Engineering 2018 VP Engineering
- 3. An individual, whomay or may not write code, that is accountable for the success of a number of teams and responsible for the growth of their people.
- 4. WHY DO WE NEED ENGINEERING MANAGERS? SHOULDI BECOME AN ENGINEERING MANAGER? HOW DO I SUCCEED AS AN ENGINEERING MANAGER?
- 5. QUESTION NO. 1 WHYDO WE NEED ENGINEERING MANAGERS?
- 6. NATURE ABHORS AVACUUM.
- 8. Decision Making Healthy Conflict Hiring Focus Coaching ENGINEERINGMANAGERS Enablers of…
- 9. Scaling companies isabout SCALING LEADERSHIP Problem Solving Coaching Time
- 10. QUESTION NO. 2 SHOULDI BECOME AN ENGINEERING MANAGER?
- 11. 70%…of factors thatcontribute to work happiness are directly related to managers (no pressure)
- 12. You like beingaccountable You like delivering on a predictable schedule You like hiring You care about others’ success
- 13.
- 14. IT’S NOT APROMOTION. It is a different job. It will feel like starting over.
- 15. IT’S NOT ABOUTTHE CODE. * It’s about the people. * Not much.
- 16. YOU WORK FORTHEM. They don’t work for you.
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- 20. DO NOT RUSHIT. Your first management experience will shape you.
- 21. NO ONE ISEVER READY. You can always go back.
- 22. QUESTION NO. 3 HOWDO I SUCCEED AS AN ENGINEERING MANAGER?
- 23. “It is remarkablehow much long-term advantage people like us have gotten by trying to be consistently not stupid, instead of trying to be very intelligent.” — Charlie Munger
- 24. “Listen more, talkless, and be decisive when the time comes.“ — Satya Nadella (CEO, Microsoft)
- 25. 1 2 Try to beconsistently not stupid. Listen more. Talk less.
- 26. How do wedefine… SUCCESS?
- 27. “Your job isto help the company win.” — Fred Kofman (Former LinkedIn VP Executive Development)
- 28. “Delivering valuable products over Deliveringproducts on time, in budget and with full scope.” — Mohammed Rizwan
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- 30. Individual Team Yourself 3DIMENSIONS
- 31. Individual What do people NEED? Howcan you GIVE?
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- 37. “The best managersmake it their highest priority to connect the work their team is doing to the big, ultimate goals the company is working toward.” — Claire Hughes Johnson (COO Stripe)
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- 40. ONE-ON-ONE The most importantmeeting you can have.
- 41. ONE-ON-ONE One message, manyformats.
- 42. ONE-ON-ONE Mind the gapbetween Delivery and Perception.
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- 46. FEEDBACK! Overused word. Underusedactivity.
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- 49. Managing at theteam level WHAT DRIVES TEAM SUCCESS? Psychological Safety Decision Making Alignment Focus Metrics … RETROSPECT, LEARN, ITERATE …
- 50. PSYCHOLOGICAL SAFETY Vulnerability isnot weakness. Psychological Safety Decision Making Alignment Focus Metrics
- 51. PSYCHOLOGICAL SAFETY Diversity isa competitive advantage. Psychological Safety Decision Making Alignment Focus Metrics
- 52. PSYCHOLOGICAL SAFETY Make sureeveryone finds their voice. Psychological Safety Decision Making Alignment Focus Metrics
- 53. PSYCHOLOGICAL SAFETY Carefully watchyour own mood. Psychological Safety Decision Making Alignment Focus Metrics
- 54. PSYCHOLOGICAL SAFETY Thoughtful disagreement. PsychologicalSafety Decision Making Alignment Focus Metrics
- 55. DECISION MAKING Values andoperating principles orient, speed up and regret-minimize decisions. Psychological Safety Decision Making Alignment Focus Metrics
- 56. DECISION MAKING Make theprocess transparent. Transparency breeds trust. Psychological Safety Decision Making Alignment Focus Metrics
- 57. ALIGNMENT Where are wegoing? And how do we get there? Psychological Safety Decision Making Alignment Focus Metrics
- 58. ALIGNMENT Be on thesame page with other teams and functions. Psychological Safety Decision Making Alignment Focus Metrics
- 59. ALIGNMENT Make sure youunderstand priorities. Make sure others understand tradeoffs. Psychological Safety Decision Making Alignment Focus Metrics
- 60. FOCUS Delivering is everything.Your credibility depends on it. Psychological Safety Decision Making Alignment Focus Metrics
- 61. FOCUS What do weas a team care about? Psychological Safety Decision Making Alignment Focus Metrics
- 62. METRICS Surface business andtechnical data, and keep it front and center. Psychological Safety Decision Making Alignment Focus Metrics
- 63. METRICS Productivity cannot bedirectly measured. But you can measure what affects it. Psychological Safety Decision Making Alignment Focus Metrics
- 64. METRICS Leverage the toolsyou have. Work for the people doing the actual work. Psychological Safety Decision Making Alignment Focus Metrics
- 65. “Pain + Reflection= Progress” — Ray Dalio (Founder and Former CEO Bridgewater Associates)
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- 67. LEADERSHIP …is all aboutothers, but it starts with yourself.
- 68. Self-Awareness: know yourself Self-Image:accept yourself Self-Responsibility: commit yourself Self-Improvement: grow yourself Self-Honesty: don’t fool yourself
- 69. “Don’t do thingsthat you know are morally wrong. Not because someone is watching, but because you are. Self-esteem is just the reputation that you have with yourself. You’ll always know.“ — Naval Ravikant (Co-Founder, CEO AngelList)
- 70. What type ofleader do you want to be? XMultiplier —Diminisher Gives autonomy, support and trust. Truly listens. Makes others feel important. Asks questions. Shows appreciation. Creates clarity, gives energy. Doesn’t trust, micromanages. Operates in “tell mode”, interrupts often. Makes others feel irrelevant. Assumes own knowledge. Rarely gives credit. Creates confusion, takes energy.
- 71. COMPASSION …is a superpower.
- 72. FIND LEVERAGE Spend timeremoving friction from what runs all the time.
- 73. GUARD YOUR TIME Delegate!Delegate! Delegate! (And trust… but verify.)
- 75. Always ask yourself… HOWDO I KNOW I’M RIGHT?
- 76. “Most of usbegin our careers needing to find answers. But as we move into leadership, nothing is more important than being able to ask the right questions — the questions that share the burden of thinking with your team, the questions that focus the energy and intelligence of the group. That's how you're going to solve big problems at scale,” — Liz Wiseman (Researcher, Executive Advisor)
- 77. BE A STUDENT. Alwaysbe learning.
- 78. “We don’t riseto the level of our expectations. We fall to the level of our training.” — Archilocus (Greek Poet)
- 79.