jonathan@researchcomputingteams.org
Parent categories: Becoming A Manager
Other tags: | Managing A Team: Other | Becoming A Manager: Coaching |
An Engineering Team where Everyone is a Leader - Gergely Orosz A reader wrote in referencing this article saying that it was useful particularly in the context of a growing research software team supporting multiple projects - providing a structured way to delegate while promoting the team member’s development and responsibility. And it is a great article! The idea is that, rather than as the team leader you run all of the projects in your team, you tap your team members to run them, with...
Continue...Other tags: | Managing A Team: Other | Managing Your Career: Other | Strategy: Prioritization |
Scaling yourself as an engineering manager - Sally Lait When our responsibilities grow, we need to grow too. That means focussing on the truly important, not doing the things that simply don’t make the cut of the priority list, getting the help you need. Not discussed in this article, though it’s at least as important, is delegating tasks and efforts you know how to do well and were doing previously to your team members, helping them grow as well. This article also gives some time...
Continue...Other tags: | Technical Leadership: Other | Becoming A Manager: Managing Individuals |
Create space for others - Will Larson One of the hardest things about a transition to leadership, either on the people-manager or technical-leadership track, is stepping further and further back from directly making contribution and spending more time making room for others, nurturing their contributions, and gathering their input. In this article, Larson describes how that works at the Staff+ Engineer level at large tech companies.
Continue...Other tags: | Managing A Team: Documentation/Writing | Technical Leadership: Other |
A thorough team guide to RFCs - Juan Pablo Buriticá We’ve written before about design documents architectural decision logs (e.g. #33) and using collaboration around documents as a form of asynchronous meeting (e.g. #49). Usually the thinking is that someone in charge has initiated the document. Buriticá writes about team member-initiated requests for comments as a proposal for a change or the creation of something new, which can then go through a comments phase like a PR, and an approval phase where whatever decision making...
Continue...Other tags: | Becoming A Manager: Other | Becoming A Manager: One-on-ones | Becoming A Manager: Feedback |
Help, I’m a Research Computing Manager! - Jonathan Dursi, SORSE event At the really nicely run SORSE event last week, I gave my 10 minute pitch that research computing actually prepares you pretty well for the advanced skills managing needs, we just need to shore up the basics. The basics I covered won’t be of a surprise to any readers - one-on-ones, feedback, delegation. The talk and the resources I recommended are on the page; also, I updated my one-on-ones quickstart guide (PDF, epub) that...
Continue...Other tags: | Managing A Team: Other | Becoming A Manager: Coaching |
End Micromanagement: 6 Signs You’re a Micromanager (And What to Do Instead) - Dara Fontein The Most Important Management Concept You’re Missing: Task Relevant Maturity - Lighthouse Relatedly, one of the big questions new managers have is how much managing is too much - you don’t want to micromange. In research computing the default is to come down on the side of way, way too little managing. These two articles read together I think help clarify things. Fontein’s article outlines common micromanaging signs, and I...
Continue...Out of Office Alert: Managers Need Vacations Too! - Samantha Rae Ayoub, Fellow It’s important to take time off to recharge, even though as managers we’re often not great at this. It’s a little too easy to convince ourselves that our firm hand on the till is too important to completely let go… and that’s a self-fulfilling prophesy. You’re robbing yourself of needed R&R, and your team members of the chance to step up in your absence, by not completely checking out. And the more...
Continue...Other tags: | Managing A Team: Other |
Delegation is a superpower - Caitlin Hudon, Lead Dev It’s true! But, superpowers sometimes take some practicing to use effectively. I personally am pretty good at the mechanics of delegating when I think to do it, but too often find myself taking on a responsibility so as not to bother anyone else with it, or because only I can do it (well, yes, if no one else gets a chance to learn how to, I guess I am the only one who can do it)....
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