[2/8] Managing Humans: Biting and Humorous Tales of a Software Engineering Manager (How to Manage Intellectuals: I'm Nerds & Geeks) (Category Management)
Continue. first About this interesting book, I would like to talk briefly about the first part.The Management Quiver", which was devoted to the skills of engineering manager. The author packaged it in 21 A little chapter with funny titles, and I'll decipher below what they mean. 1) Don't be an asshole. Advice on the need to be human in order to manage people in the modern world. It is necessary to constantly evaluate colleagues and identify their needs and motivating factors, rather than perceive them as functions. 2) The bosses are not hell's thing. The author talks about how to learn to work with his supervisor and offers to answer questions: What is the job of your supervisor?
- Where did he come from? (What a background he has.) What are his weaknesses and how do he close them? What language does he speak and how does he speak to you?
- He's acting or he's just deciding. (Or just talking.) What is your leader’s place in the food chain?
- What happens when his roof goes out? By answering these questions, you have a much better chance of working with your boss. 3) Stable and explosive Classification of engineers on explosive that drive change, as well as stable that develop rules and follow them. Frequent life cycle of an engineer begins with explosive, then the engineer gains experience and stuffs cones, and then becomes stable:) These engineers don't get along very well, because they have different values and approaches:) 4) Rands Test This is an interesting list of questions for assessing the company, its place in it, communications, its development strategy, its growth plan in it. 5) How to hold meetings The chapter begins with the classification of meetings Tactical, where information is exchanged and adjustments are made Strategic, where there is a solution to a complex problem and the goal of creation And then we are talking about the culture of meetings, where they should have agenda, rules and moderation, as well as meeting notes with action points. 6) Bad feelings How to set your intuition to catch anomalies before they turn into problems. The author says that it is necessary to learn to feel false and not afraid to ask "dumb" questions, as well as to make a deep dive into the problem area. 7) Up-to-date reports. Complaints. Catastrophe Types of one-on-ones and tips for their implementation 8) Monday's tantrum - How to deal with colleagues' tantrums. In short, keep your emotions in check, let a colleague speak out, and then bring him in a coaching style to solve his problem himself. 9) Broadcast losses What to do in case of communication failure in relation to one of the employees. Here the author proposes to gradually build the interaction again. 10) Recognizing the agenda Excellent instructions on how to understand what is going on in a meeting and survive. The algorithm looks something like this. Understand what meeting we have: informational or conflict resolution (The algorithm is only needed for the second type.) Understand the roles of participants in the context of the meeting - who is a player and who is a pawn (Players influence the meeting, pawns are just present) Identify players and understand who is pro and who is contra
- Identify the problem.
- Give contra what they want. (Even if it's just a document on paper.) If the meeting is delayed, then the most interested person leaves to write the meeting notes and crystallize what has already been discussed.
Continuation in the next post.
#Management #Software #Engineering #SoftwareDevelopment #Processes #Leadership