Category: Management

Win, Place and Show

quand la cigogne et le pere noel se rencontre Posted on  • 1855 words

kiss you site de rencontre Avoid competing against your team. You are not there to be a better coder or engineer. Your super power is helping them to be better and accomplish more amazing things on a regular basis.  

recherche fille a paris Teams are odd and complex things. They’re fueled on the collective traits of the individuals who make them up, while somehow also exhibiting emergent properties which transcend the particular people involved. Honestly, I’m still learning how this dualistic team nature really works, but I’m convinced it revolves around the dynamics of raw ability, mutual comparison, sense of self, clarity of goals and the capacity for the manager to understand where each person stands in relation to the group (and ultimately, the product being worked on).

click resources Like it or not, when you bring a set of humans together, you’re going to see hierarchies emerge. If you’re lucky, these form in ways which benefit everyone, organically, right out of the box. But most likely there’ll be bumps along the way which require a bit more thoughtfulness and attention to people’s needs and motivations.

have a peek at this site Continue Reading

Comparing Engineers

try this site Posted on  • 1332 words

site d rencontre amoureuse Hierarchies and comparisons have their place. But as you arrive into positions of leadership, you’ll find such ways of thinking about people will hamper your ability to see what’s best for your entire team.

single wohnung alfeld leine  

rencontre 76280 Once upon a time, things were good. Maybe not always easy, but straightforward. You were a happy go lucky individual contributor taking on as many engineering tasks as you could handle: writing code and tests, authoring tech specs, architecting solutions, doing code reviews, maybe even a bit of QA here and there.

It was a good life because you generally understood the problems at hand – and were able to reduce complexity down to a point where the larger problem could be broken down into manageable chunks. From there, it was just a matter of picking up a chunk, focusing on it to the exclusion of other things, committing or publishing your work, then moving on to the next chunk.

Then one day you woke up and found you were a manager or team lead, and things started becoming ungood. Maybe not right away, but eventually new kinds of problems landed on your desk which tested your confidence, confused you, or generally put you on the spot.

Continue Reading

Who Do You Think You Are?

Engineering management is a distinct discipline, one that demands new ways of thinking. This can be challenging as we tend to derive feelings of satisfaction and accomplishment from the code and solutions we push out. The key to making the transition is to stay flexible and observant.


Whether you are new to management or have been doing it for some time, it’s important to understand exactly what your role and activities should be in relation to the people you manage.

Of course this will vary depending on the exact nature of the organization you work for. Smaller teams with limited budgets require people to double up on roles. This means you may be serving as both individual contributor and manager at the same time. This can be a very tricky situation – and one that works best if you have an open communication channel to your senior leadership team. Managing people is a separate discipline from managing code or technical architecture. While it is possible to do both simultaneously, expectations need to be carefully set – both with your leadership team, and the people you manage.

Continue Reading