Rick Schrader

Software development, management, and other musings

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If you only do what you can do, you'll never be more than you are now.

Kung Fu Panda 3

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Programmer's guide to breaking into management

I read an article the other day about breaking into management from a programmer position. It resonated with me. Link: http://www.infoworld.com/article/2938909/it-careers/the-programmers-guide-to-breaking-into-management.html Good excerpt: if you've never managed people before, how can you know if leading others is a good fit for you? Hutley offers these tips: "Are you one of those who tends to think beyond the immediate task, not just at work but socially as well? Do you suggest a better way of doing things or challenge things when they don't seem right? Do others seek you out for your thoughts or guidance? If this is you then you are a natural leader -- and others recognize it too."

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Work family balance

This morning, I listened to a Manager Tools podcast about work/family balance. It basically argued that trying to balance them is the wrong approach to begin with, since family should always be a higher priority. Balancing them is like saying the Sun and a yellow M&M are the same. It makes sense to schedule time with the family first and then work can have remaining time.

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Feedback

The purpose of feedback is to change behavior, not to reward a success or punish a failure. Be sure to focus on the future, not the past. Explain the situation using the pattern “when you do x, y happens.”

- Manager Tools Podcast

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Practice hands-off management as much as possible and hands-on management as much as necessary. - One Minute Manager Meets the Monkey

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Introducing people

I listened to a podcast on the drive home today about how to introduce people to one another. It can be boiled down to this: 1) Assume you need to do the introduction 2) Introduce using this pattern: (S=more senior person; J=more junior person) ", I'd like to introduce " ", this is " It may make sense to use "do you know" instead of "I'd like to introduce" in some cases. 3) Don't worry too much about rank. If you aren't sure which is more senior or important, just pick one. I also read some more in One Minute Manager Meets the Monkey. I'm still finding it enjoyable to read.

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Meeting the Monkey

I started reading The One Minute Manager Meets the Monkey today, having borrowed it from a coworker. It's written in an entertaining way, and I read roughly a third of it within an hour or so. The main point is that one will never have time to do his actual job if he takes on everyone else's problems. It's better to ask the person to make recommendations and work through their problems rather than suggesting that you'll handle it. Not only can this free up the manager's time, it also helps the person feel empowered and trusted. There is one quote in the book that I'm still reflecting on: "things not worth doing are not worth doing well."

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While the best leaders are not well-rounded, the best teams are

The most profound thing I've learned so far from the Strengths Based Leadership book is this: while the best leaders are not well-rounded, the best teams are. A leader (and her team) will be most effective if the leader acknowledges her strengths and surrounds herself with people whose strengths complement hers. The leader trying to change who she is rather than focusing on her strengths is counter-productive. It is much better for her to find people who can supplement her strengths and for her to form partnerships with them.

[rickschrader]

Rules for a new manager

From Manager Tools podcast: The number one, golden rule for a new manager is to just fit in for the first 90 days. Do not change things. Make no new initiatives, make no process or system changes, fire nobody during this time. Doing stupid things to appear comfortable in the new position only shows that you are comfortable doing stupid things. The second rule is to start one-on-one meetings. This is not a new initiative since the prior manager should have been doing them. This should be seen as investing in the team and building relationships. Two misconceptions/mistruths: 1) You need to let the team know you're in charge. The team knows you're in charge - you're the boss. It's more important to forge relationships and build trust. 2) The boss who promoted you wants to see change. No. The boss wants LASTING change, which will not come because of brash decisions without knowing the team.