4 ms·
Shortly before I started managing engineers I read "Managing Humans" (I'd already been following http://www.randsinrepose.com/ http://www.randsinrepose.com/) an
by scottm01 15y ago
Shortly before I started managing engineers I read "Managing Humans" (I'd already been following http://www.randsinrepose.com/ http://www.randsinrepose.com/) and found it helpful. One of the best resources I found was (luckily) my own boss. Find others in a similar (or higher) position and talk with them regularly, openly, and candidly about any challenges you're facing.
I wish I had better advice, but what you'll find is that being a good manager/team lead is at least as hard as your old job (and probably harder). Continuing to do your old job alongside it, while probably a good idea for your own job satisfaction/sanity, will only make it harder.
Random bits of advice I find helpful:
* Your primary job is to shield your direct reports from management BS (false priorities, unrealistic deadlines, company drama); while this is less of a problem at a small startup, don't ignore it. Your secondary job is to make your direct reports look good; promote what they're doing and make sure what they're doing is aligned with the company's goals.
* Schedule 1:1 meetings. See Rands' advice on how to structure and run them, but basically keep them short, informal, and regular. Start with a softball and use it as a time for your direct reports to warn you about any upcoming problems that may be bubbling. Avoid the temptation for status reports, one larger team meeting instead, etc. Sit down with each individual direct report and get to know them better.
* Set clear goals and priorities for everyone.
* Avoid the temptation to micro-manage. You may eventually find you have an employee who has to be micromanaged, but most people hate it and will find it counter-productive. While this sounds obvious, it's hard for someone who likely got to their new management position because they were the best at the job they're now managing. Let people make mistakes and then let them recover from them.