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Management 101

Lara Hogan
May 10, 2019
300

Management 101

Lara Hogan

May 10, 2019
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Transcript

  1. Management 101

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  2. What is people
    management?

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  3. We see managers…

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  4. We see managers…
    ● Estimate work on behalf
    of the team
    ● Proactively identify and
    remove roadblocks
    ● Ensure their team sets OKRs
    ● Help engineers level up by giving
    them new responsibilities and
    challenges

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  5. We might not see managers...

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  6. We might not see managers...
    ● Have difficult conversations
    ● Understand team dynamics,
    strengths and weaknesses
    ● Understand team members’
    career goals and help them to
    succeed
    ● Create/maintain an open and
    inclusive team culture

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  7. In fact, MOST of managers’
    work is invisible

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  8. This is one reason why
    switching to management
    can feel intimidating.

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  9. 1. Common skills managers need
    2. Deep dive into 2 of those skills
    3. How to get the support you need

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  10. Day-to-day
    management skills

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  11. 1
    Helping
    teammates
    grow

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  12. Helping
    teammates
    grow
    Owning/
    executing/leading
    product area
    1 2

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  13. Helping
    teammates
    grow
    1 2
    Sculpting
    team culture
    3
    Owning/
    executing/leading
    product area

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  14. Helping
    teammates
    grow
    1 2
    Sculpting
    team culture
    3
    Representing/
    shaping
    organization overall
    4
    Owning/
    executing/leading
    product area

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  15. Helping
    teammates
    grow
    1 2
    Sculpting
    team culture
    3 4
    Representing/
    shaping
    organization overall
    Owning/
    executing/leading
    product area

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  16. Helping
    teammates
    grow
    1 2
    Owning/
    executing/leading
    product area

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  17. Helping our
    teammates grow

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  18. Mentoring

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  19. Mentorship:
    Giving advice, based on
    your experience

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  20. Coaching

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  21. open
    questions
    reflection
    +

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  22. The power of
    open questions

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  23. The best open questions
    start with “what”
    ● What’s important about this?
    ● What’s hard about this?
    ● What does success look like?

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  24. Reflections

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  25. ● Can I reflect back what I’m
    hearing you say?
    ● Here’s what I know to be
    true about you.
    ● Let’s reflect on where you
    were this time last year.

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  26. Opportunity Matching

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  27. Belonging: sense of community, kinship,
    connection
    Improvement/Progress: progress towards
    purpose, goals, growth
    Choice: flexibility, autonomy, decision-making

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  28. Equality/Fairness: everyone is treated equally,
    decisions are fair
    Predictability: certainty about resources, timing,
    direction, and changes
    Significance: status, visibility, recognition

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  29. complete
    the work
    develop
    the individuals
    +

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  30. complete
    the work
    develop
    the individuals

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  31. "The great leaders are like the best conductors.
    They reach beyond the notes to
    reach the magic in the players."
    —Blaine Lee, science fiction author

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  32. develop
    the individuals
    complete
    the work

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  33. Opportunity Matching =
    Critical Thinking

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  34. 1 2
    3 4
    Helping
    teammates
    grow
    Sculpting
    team culture
    Representing/
    shaping
    organization overall
    Owning/
    executing/leading
    product area

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  35. Manager Crew
    (Manager Voltron!)

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  36. Be on the lookout for people who:
    ● will push you out of your comfort zone
    ● have different levels of experience than you (both
    more experience, and less experience)
    ● have experience in a different industry
    ● are good at the things that you’re terrible at

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  37. Lean on your Manager Voltron:
    ● Teach you new skills
    ● Give you feedback
    ● Give you gut-checks
    ● Coach you
    ● Set and measure your career goals

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  38. Next steps:
    1. Match teammates to opportunities
    2. Experiment with coaching
    3. Build your Voltron/crew of support

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  39. Open Q&A

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