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I either do low value work or, most of the time, I support others. For the juniors on the team, I make myself available for pairing so I can help train them. F

by fhd2 4y ago

I either do low value work or, most of the time, I support others. For the juniors on the team, I make myself available for pairing so I can help train them. For the seniors, I help them by writing documentation, reviewing their work and making sure it's aligned with where we want to go (you can call it architecture but I don't like to throw that word around), or help out by resolving disagreements. Or whatever they need really. Not all of that stuff is technically "code", but to me it's not primarily about writing code myself, it's about being constantly in touch with the code base in some fashion or another. I also delegate organisational work to those on the team interested in it - I very rarely run a meeting or drive some work, I just fill in the cracks where nobody else wants to do it. The main trick is probably that we maintain a highly asynchronous communication culture - which is not for everybody and non trivial to establish and keep. But if it works, it really works.

fhd2 4y ago
Oh, and for when I was running a larger ship with multiple teams, I would just focus on one team at a time, do all of the above there (with the other half of my time dedicated to more high level company wide work), then switch teams after a few months. Probably not the best way to do it, and it might not scale beyond 230 people (since I never tried), but it's what I ended up with and it works well for me.
spangry 4y ago
I really like this approach - in some respects I think managers should be serving their subordinates. I've just recently become a manager of a data team, having previously been a data person myself. I find myself with very little time to do anything technical, and envy my team members when I see them doing technical work. Do you have any advice for a technical person newly turned manager? Anything you wish someone had told you when you started as a manager / leader?
- fhd2 4y ago
  Well, I'm thinking about trying consulting so I started to offer free consultations to get better at it - see my profile. I can't think of a lot of generic advise: Sure, people I've talked to over the last 13 months of doing this face more or less the same problems, but how to best deal with them depends entirely on their situation, the people they work with and their own personality and skills. One of the most eye opening things I've learned about is Cynefin from Dave (!) Snowden - wish someone had told me about it when I just started. On the more generic side, I think the most important thing I wish someone told me is to not be _too_ humble, to trust my intuition and experience and be proud of my brand of management, not apologetic for not doing things the way somebody else read they're supposed to be done. Depending on your personality, I might as well recommend to be _more_ humble though - the balance is key for me.
- denton-scratch 4y ago
  > I think managers should be serving their subordinates This is totally what I think about managers of technical staff (and not "in some respects"). It's the subordinates that are doing the production; managers are lubricant, whose task is to ensure the production staff are maximally effective. Without effective management, production staff operate at reduced efficiency. But without production staff, managers are completely useless, and might as well be re-tasked to work as coffee boys. I'm referring to line-managers, not the executives who make business decisions. I know nothing of executive work, and I suspect there's not a lot of continuity between line management and executive work. And yet some line-managers carry on as if they're already three-star generals.

by fhd2 4y ago

fhd2 4y ago

Oh, and for when I was running a larger ship with multiple teams, I would just focus on one team at a time, do all of the above there (with the other half of my time dedicated to more high level company wide work), then switch teams after a few months. Probably not the best way to do it, and it might not scale beyond 230 people (since I never tried), but it's what I ended up with and it works well for me.

spangry 4y ago

I really like this approach - in some respects I think managers should be serving their subordinates. I've just recently become a manager of a data team, having previously been a data person myself. I find myself with very little time to do anything technical, and envy my team members when I see them doing technical work. Do you have any advice for a technical person newly turned manager? Anything you wish someone had told you when you started as a manager / leader?

fhd2 4y ago
Well, I'm thinking about trying consulting so I started to offer free consultations to get better at it - see my profile. I can't think of a lot of generic advise: Sure, people I've talked to over the last 13 months of doing this face more or less the same problems, but how to best deal with them depends entirely on their situation, the people they work with and their own personality and skills. One of the most eye opening things I've learned about is Cynefin from Dave (!) Snowden - wish someone had told me about it when I just started. On the more generic side, I think the most important thing I wish someone told me is to not be _too_ humble, to trust my intuition and experience and be proud of my brand of management, not apologetic for not doing things the way somebody else read they're supposed to be done. Depending on your personality, I might as well recommend to be _more_ humble though - the balance is key for me.
denton-scratch 4y ago
> I think managers should be serving their subordinates This is totally what I think about managers of technical staff (and not "in some respects"). It's the subordinates that are doing the production; managers are lubricant, whose task is to ensure the production staff are maximally effective. Without effective management, production staff operate at reduced efficiency. But without production staff, managers are completely useless, and might as well be re-tasked to work as coffee boys. I'm referring to line-managers, not the executives who make business decisions. I know nothing of executive work, and I suspect there's not a lot of continuity between line management and executive work. And yet some line-managers carry on as if they're already three-star generals.