Management 101

Transcript

1. Management 101
2. What is people management?
3. We see managers…
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
5. We might not see managers...
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
7. In fact, MOST of managers’ work is invisible
8. This is one reason why switching to management can feel intimidating.
9. 1. Common skills managers need 2. Deep dive into 2 of those skills 3. How to get the support you need
10. Day-to-day management skills
11. 1 Helping teammates grow
12. Helping teammates grow Owning/ executing/leading product area 1 2
13. Helping teammates grow 1 2 Sculpting team culture 3 Owning/ executing/leading product area
14. Helping teammates grow 1 2 Sculpting team culture 3 Representing/ shaping organization overall 4 Owning/ executing/leading product area
15. Helping teammates grow 1 2 Sculpting team culture 3 4 Representing/ shaping organization overall Owning/ executing/leading product area
16. Helping teammates grow 1 2 Owning/ executing/leading product area
17. Helping our teammates grow
18. Mentoring
19. Mentorship: Giving advice, based on your experience
20. Coaching
21. open questions reflection +
22. The power of open questions
23. The best open questions start with “what” • What’s important about this? • What’s hard about this? • What does success look like?
24. Reflections
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.
26. Opportunity Matching
27. Belonging: sense of community, kinship, connection Improvement/Progress: progress towards purpose, goals, growth Choice: flexibility, autonomy, decision-making
28. Equality/Fairness: everyone is treated equally, decisions are fair Predictability: certainty about resources, timing, direction, and changes Significance: status, visibility, recognition
29. complete the work develop the individuals +
30. complete the work develop the individuals
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
32. develop the individuals complete the work
33. Opportunity Matching = Critical Thinking
34. 1 2 3 4 Helping teammates grow Sculpting team culture Representing/ shaping organization overall Owning/ executing/leading product area
35. Manager Crew (Manager Voltron!)
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
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
38. Next steps: 1. Match teammates to opportunities 2. Experiment with coaching 3. Build your Voltron/crew of support
39. Open Q&A