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> I cant work for someone who doesn't understand what I do. Managers are responsible for maximizing what people they work with can achieve. This does not requ
by AdieuToLogic 2y ago
> I cant work for someone who doesn't understand what I do.
Managers are responsible for maximizing what people they work with can achieve. This does not require them to be able to do what their team can do.
> I dont think a manager of software engineers needs to code the application he manages, but he should be continually coding something to remain sharp.
A counter to this is; a manager of software engineers needs to remove roadblocks impeding the success of the team.
Good managers enable their coworkers, micromanagers weigh in on or perform commits.
- protocolture 2y agoHow do you know what roadblocks are valid to remove if you dont understand what they do. How do you performance manage employees if you dont understand what they do.
- AdieuToLogic 2y ago> How do you know what roadblocks are valid to remove if you dont understand what they do. Roadblocks are almost exclusively a "people problem" - politics, identifying stakeholder needs, inter-team coordination, etc. > How do you performance manage employees if you dont understand what they do. By working to identify value added to the organization via quantifiable metrics and working with team members to define professional growth tasks relevant to both the person and the organization. None of the above requires a manager to know how to do what the people hired can do.
- protocolture 2y ago"Hey we need money for tools for reasons" Is a pretty common roadblock.