Upgrade to Pro — share decks privately, control downloads, hide ads and more …

From managing code dependencies to managing people

From managing code dependencies to managing people

As engineers, we easily default to the idea that becoming experts in our field is the only reasonable way of progressing with our careers. But who will oversee that our career is developing in the right direction? Who makes sure that, may a tension arise within the team, it is resolved in the quickest and most effective way possible? Could that person... could that be you?

Join me as I walk you through my decision to try the Engineering Management career path, and the fresh feedback of my first 6 months in. We will explore the myth (or reality?) of "the manager who codes", how different (or similar?) the role is to a "regular" Software Engineer, and see what skills from your previous role you will need to have, and which new ones you'll need to build up.

Come find out if the cliches about playing golf and spending all day on emails and spreadsheets are true or not! 👩‍💻👨‍💻

This talk was presented for the first time at Droidcon Turin 2019
https://it.droidcon.com/2019/it/talks/460-from-managing-code-dependencies-to-managing-people

The Keynote file is available here: https://drive.google.com/open?id=1SK_lUanqhGKOUddT-oa7ZG9lyEFskTtt

Sebastiano Gottardo

July 03, 2019
Tweet

More Decks by Sebastiano Gottardo

Other Decks in Technology

Transcript

  1. @rotxed
    From managing
    code dependencies
    to managing people
    Sebastiano Gottardo

    View full-size slide

  2. What this talk is
    My first 6 10 months into this new role
    Learnings and tips that I found very useful
    A sense of what being a people manager is really like
    Highlighting a potential manager inside of you
    about

    View full-size slide

  3. How to become a better leader
    A foolproof framework for deciding what to do in your career
    Pictures of people playing golf dressed in expensive suits
    In fact, there are 0 pictures for both
    What this talk is about
    NOT

    View full-size slide

  4. A dangerous recipe
    ! (" # $) ! + % & = ' '
    Tensions between team members
    Complete lack of help from upper management
    Two people walked away

    View full-size slide

  5. What did I do?
    Facilitated meetings
    Talked with individuals
    Kept management and HR in the loop
    “You have a way with people, did you know that?”

    View full-size slide

  6. People? Leadership? Where?
    Team lead
    Grow the team from 2 to 8-10
    Fresh start

    View full-size slide

  7. What is a Lead

    View full-size slide

  8. [People | Tech] Lead
    People lead Tech lead
    Team growth, development
    and stability
    Platform growth, development
    and stability
    Plans the team dynamics
    according to the company’s needs
    Translates company’s needs into
    technical roadmaps
    Is accountable for everything
    team-related
    Is accountable for everything
    platform-related

    View full-size slide

  9. [People & Tech] Lead
    It Depends™ )
    ↳ Align on expectations *
    Read about it! +
    bit.ly/people-vs-tech-lead
    People Lead

    View full-size slide

  10. People Lead
    bit.ly/microsoft-EM

    View full-size slide

  11. People Lead
    bit.ly/microsoft-EM

    View full-size slide

  12. A simple test
    1. What do you care more about, people or technology?
    2. What is your definition of lead?
    3. What are your thoughts on shipping towards a deadline?
    4. Two teammates are arguing over a technical decision, what do you do?
    bit.ly/identifying-ems

    View full-size slide

  13. Leading a team

    View full-size slide

  14. Leading a team
    Creating a new team
    from scratch
    Joining an existing team

    View full-size slide

  15. Starting from scratch
    %
    - .
    Leader… of yourself!
    Syncing with
    other teams
    Coding is inversely proportional
    to the team’s growth
    ,!
    Hiring, hiring, hiring

    View full-size slide

  16. Starting from scratch
    Hire people based on affinity
    Not overwhelming (but still stressful)
    ↳ Prepare the ground for who’s coming

    View full-size slide

  17. Leading an existing team
    You didn’t choose the people
    Existing dynamics
    Being accepted as their new leader

    View full-size slide

  18. Bonding with teammates even before starting
    Meet the team during the interview process
    Go to meetups or events
    Being accepted as a leader

    View full-size slide

  19. Bonding with teammates even before starting
    Building trust
    Share your story
    Listen to their needs, try to act upon them
    Being accepted as a leader

    View full-size slide

  20. Bonding with teammates even before starting
    Building trust
    Being “one of the team”
    Don’t tell them what to do
    Decide together how to tackle problems
    Being accepted as a leader

    View full-size slide

  21. You are not there to boss them around,
    you’re there to facilitate their growth

    View full-size slide

  22. Leadership style
    “I don’t know”
    Rely on the team
    Be fair and transparent
    Ask questions more than giving answers

    View full-size slide

  23. Hard conversations
    Part of the job
    Adhering to your principles
    “How should I solve this problem?”

    View full-size slide

  24. The manager
    who codes

    View full-size slide

  25. bit.ly/wrong-question
    Instead of asking
    “How much code should I write?”
    ask
    “Where can I write code?”

    View full-size slide

  26. A manager who DOESN’T code
    Less likely to develop empathy towards direct reports
    Less likely to be trusted by direct reports
    Loses touch with what happens in “the trenches”
    Is probably not interested that much in that technology

    View full-size slide

  27. Didn’t want to stop coding !
    30% time on hands-on operations /
    Adapt to the team’s current needs 0
    A manager who codes is not a myth, it’s just difficult to get right!
    “Never gonna give you up”

    View full-size slide

  28. Constraints
    You must not block the team
    ↳ Your priorities shift
    ↳ You mostly won’t have uninterrupted working sessions
    You’re not a tech lead, but you still want to know how people are doing

    View full-size slide

  29. The “Foundation” team 1
    Not cross-functional (Android only)
    Horizontal scope over the entire codebase
    Not time sensitive
    Doesn’t block other teams

    View full-size slide

  30. It can only last so long
    Reviewing PRs 2
    Fixing small bugs 3
    Side projects 4

    View full-size slide

  31. Responsibilities
    a.k.a.
    what the @#^%$ do you do all day?!

    View full-size slide

  32. Leading the team at Blinkist
    Hiring ,
    Team wellbeing (1:1s, events, rituals) 5
    Career growth 6
    Salaries 7
    Strategic planning 8

    View full-size slide

  33. Career growth
    How did I become a senior?
    Mentoring
    Facilitating the goal setting process

    View full-size slide

  34. A regular day
    … Yes, there are meetings 9
    … No, not many emails :
    … Sure, plenty of documenting ;
    … Uhm, a few presentations every once in a while, yeah -

    View full-size slide

  35. References
    Radical Candor — bit.ly/radical-candor-book
    Managing humans — bit.ly/managing-humans-goodreads
    The Engineer/Manager Pendulum — bit.ly/em-pendulum
    The pendulum or the ladder — bit.ly/em-pendulum-ladder

    View full-size slide

  36. Thank you!
    @rotxed

    View full-size slide