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26. Giving Feedback Scenario
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27. How to Approach Change Management
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28. Ask a Manager- Handling Change Management
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Title: Engineering Management Fundamentals 101
Description: Explore a career in software management with guidance from Netflix's Engineering Manager, Jem Young. Learn key motivations, challenges, and essential skills for effective leadership and meeting management, setting the stage for success in engineering management.
Link: https://frontendmasters.com/courses/intro-management/
Time: 4 hours, 29 minutes
Lessons: 31 / 31
Tags: #course #frontendmasters #720p
Description: Explore a career in software management with guidance from Netflix's Engineering Manager, Jem Young. Learn key motivations, challenges, and essential skills for effective leadership and meeting management, setting the stage for success in engineering management.
Link: https://frontendmasters.com/courses/intro-management/
Time: 4 hours, 29 minutes
Lessons: 31 / 31
Tags: #course #frontendmasters #720p
Frontendmasters
Navigate Engineer to Manager Transition | Engineering Leadership Skills
Explore a career in software management with guidance from Netflix's Engineering Manager, Jem Young. Learn key motivations, challenges, and essential leadership skills for effective team management.
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1. Introduction
Jem Young introduces himself and the course - and talks about appreciating and importance of doing a job well done at Engineering Management. The instructor also shares their personal experience of transitioning from a software engineer to an engineering manager and the challenges they faced.
- https://static.frontendmasters.com/assets/courses/2024-01-14-intro-management/intro-management-slides.pdf
#lesson
Jem Young introduces himself and the course - and talks about appreciating and importance of doing a job well done at Engineering Management. The instructor also shares their personal experience of transitioning from a software engineer to an engineering manager and the challenges they faced.
- https://static.frontendmasters.com/assets/courses/2024-01-14-intro-management/intro-management-slides.pdf
#lesson
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2. Business of Technology
Jem discusses the importance of understanding the business side of software engineering. He emphasizes that while coding skills are important, it is also crucial to recognize the various roles and teams involved in delivering a product, such as sales, marketing, design, QA, infrastructure, and more. Jem highlights the need for engineering leaders and managers who coordinate and support the software engineers and emphasizes the importance of considering the entire business ecosystem when developing software.
#lesson
Jem discusses the importance of understanding the business side of software engineering. He emphasizes that while coding skills are important, it is also crucial to recognize the various roles and teams involved in delivering a product, such as sales, marketing, design, QA, infrastructure, and more. Jem highlights the need for engineering leaders and managers who coordinate and support the software engineers and emphasizes the importance of considering the entire business ecosystem when developing software.
#lesson
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3. Management is a Role Change
Jem discusses the role change that occurs when transitioning from a software engineer to an engineering manager. He emphasizes that engineering management is not a promotion, but rather a different role within the team. The lesson also explores various aspects of engineering management, such as compensation, hiring, expenses, and project prioritization, highlighting the importance of considering both the people and business sides of these decisions.
#lesson
Jem discusses the role change that occurs when transitioning from a software engineer to an engineering manager. He emphasizes that engineering management is not a promotion, but rather a different role within the team. The lesson also explores various aspects of engineering management, such as compensation, hiring, expenses, and project prioritization, highlighting the importance of considering both the people and business sides of these decisions.
#lesson
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4. Transitioning to Management
Jem talks about the transition from developer to a manager in software engineering. He also illustrates the how the scope, deliverables and perspective varies between a manager and developer varies. Jem also emphasizes that becoming a manager is not a promotion and that it is a different role entirely, and individuals should not feel pressured to make this transition if they are not comfortable with it.
#lesson
Jem talks about the transition from developer to a manager in software engineering. He also illustrates the how the scope, deliverables and perspective varies between a manager and developer varies. Jem also emphasizes that becoming a manager is not a promotion and that it is a different role entirely, and individuals should not feel pressured to make this transition if they are not comfortable with it.
#lesson
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5. Roles Engineering Managers Play
Jem discusses the different roles that an engineering manager may have to play, and these roles are not predefined. Some of the roles were coach, cheerleader, therapist, mentor, peacemaker, speaker of the house, lawyer, and partner. The speaker emphasizes that it is impossible to be good at all these roles and encourages acceptance of one's strengths and weaknesses while striving to improve.
#lesson
Jem discusses the different roles that an engineering manager may have to play, and these roles are not predefined. Some of the roles were coach, cheerleader, therapist, mentor, peacemaker, speaker of the house, lawyer, and partner. The speaker emphasizes that it is impossible to be good at all these roles and encourages acceptance of one's strengths and weaknesses while striving to improve.
#lesson
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6. Motivations to Become an Engineering Manager
Jem highlights the common motivations for people becoming engineering managers. He addresses the motivations of control, money, prestige, impact, and mentoring/growing people, emphasizing that while these motivations may exist, they may not always align with the reality of being an engineering manager. He also highlights the challenges and responsibilities that come with the role, including realizing where your control starts and stops, how many things are intangible and how long a manager can take to see the impact of their work.
#lesson
Jem highlights the common motivations for people becoming engineering managers. He addresses the motivations of control, money, prestige, impact, and mentoring/growing people, emphasizing that while these motivations may exist, they may not always align with the reality of being an engineering manager. He also highlights the challenges and responsibilities that come with the role, including realizing where your control starts and stops, how many things are intangible and how long a manager can take to see the impact of their work.
#lesson
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7. Ask an Engineer Manager
Jem interviews senior manager at Netflix and co-worker Ryan Burgess about his management experience. Ryan shares how he got into management, his motivations for becoming a manager, and why he enjoys the challenges of dealing with people and thinking strategically. Ryan also talks about how his view of technology has changed as a manager, focusing more on the impact to the business and the value it brings rather than technical debates and preferences.
#lesson
Jem interviews senior manager at Netflix and co-worker Ryan Burgess about his management experience. Ryan shares how he got into management, his motivations for becoming a manager, and why he enjoys the challenges of dealing with people and thinking strategically. Ryan also talks about how his view of technology has changed as a manager, focusing more on the impact to the business and the value it brings rather than technical debates and preferences.
#lesson
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8. Truths about Engineering Management
Jem discusses some hard truths about engineering management. They explain that as one transitions from being a software engineer to an engineering manager, they will become less technical and may not be as well-versed in the technical details. Jem also emphasizes the importance of trust and the challenges of micromanagement. Additionally, they discuss the difficulty of determining how to spend one's time as an engineering manager and the loneliness that comes with leadership. The lesson concludes by mentioning that while it is possible to go back to being an engineer after being a manager, it may become harder over time.
#lesson
Jem discusses some hard truths about engineering management. They explain that as one transitions from being a software engineer to an engineering manager, they will become less technical and may not be as well-versed in the technical details. Jem also emphasizes the importance of trust and the challenges of micromanagement. Additionally, they discuss the difficulty of determining how to spend one's time as an engineering manager and the loneliness that comes with leadership. The lesson concludes by mentioning that while it is possible to go back to being an engineer after being a manager, it may become harder over time.
#lesson
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9. People Leadership
Jem discusses the importance of recognizing that people are not static and that as a manager, one must adapt to the different needs and moods of their team members. Jem also addresses imposter syndrome and the need for self-improvement as a manager. He concludes by highlighting the difficulty of the job but also the fulfillment and rewards it can bring.
#lesson
Jem discusses the importance of recognizing that people are not static and that as a manager, one must adapt to the different needs and moods of their team members. Jem also addresses imposter syndrome and the need for self-improvement as a manager. He concludes by highlighting the difficulty of the job but also the fulfillment and rewards it can bring.
#lesson
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10. Exercise: Self Reflection and the Path to Leadership
Jem walks through an exercise to help the audience understand their motivations for becoming an engineering manager. The audience is asked to reflect on their career goals, what challenges they anticipate, and what aspects of the role they are most and least excited about. Jem also emphasizes the importance of self-reflection and having a support network during the transition to management.
- https://static.frontendmasters.com/assets/courses/2024-01-14-intro-management/path-to-leadership.pdf
#lesson
Jem walks through an exercise to help the audience understand their motivations for becoming an engineering manager. The audience is asked to reflect on their career goals, what challenges they anticipate, and what aspects of the role they are most and least excited about. Jem also emphasizes the importance of self-reflection and having a support network during the transition to management.
- https://static.frontendmasters.com/assets/courses/2024-01-14-intro-management/path-to-leadership.pdf
#lesson
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11. Paths to Management
Jem discusses the different paths that individuals can take to transition into management roles, focusing on accidental and deliberate paths. Jem emphasizes the importance of considering how people end up in positions of authority and the need for formal training and support for new managers.
#lesson
Jem discusses the different paths that individuals can take to transition into management roles, focusing on accidental and deliberate paths. Jem emphasizes the importance of considering how people end up in positions of authority and the need for formal training and support for new managers.
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12. Management as a Skill
Jem emphasizes the importance of learning new skills as a manager, whether one becomes a manager accidentally or deliberately. The lesson also touches on the different stages of skill development, from unconsciously incompetent to unconsciously competent, and the importance of being aware of what one doesn't know. Jem also addresses questions about management courses and team size management.
#lesson
Jem emphasizes the importance of learning new skills as a manager, whether one becomes a manager accidentally or deliberately. The lesson also touches on the different stages of skill development, from unconsciously incompetent to unconsciously competent, and the importance of being aware of what one doesn't know. Jem also addresses questions about management courses and team size management.
#lesson
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13. Critical Skills for Management
Jem discusses the critical skills that engineering managers need to develop over time, categorized into four main areas: communication, people management, business acumen, and technical knowledge. Jem emphasizes the importance of effective communication and provides examples of different communication challenges that managers may face. He also discusses the need for skills such as mediation, conflict resolution, growth management, budgeting, project management, and understanding the company's domain. He also suggests various ways to build these skills, including talking to mentors, reading books, attending conferences, observing other managers, and taking on proximate roles. Finally, the lesson also briefly touches on managing conflict and dealing with "brilliant jerks."
#lesson
Jem discusses the critical skills that engineering managers need to develop over time, categorized into four main areas: communication, people management, business acumen, and technical knowledge. Jem emphasizes the importance of effective communication and provides examples of different communication challenges that managers may face. He also discusses the need for skills such as mediation, conflict resolution, growth management, budgeting, project management, and understanding the company's domain. He also suggests various ways to build these skills, including talking to mentors, reading books, attending conferences, observing other managers, and taking on proximate roles. Finally, the lesson also briefly touches on managing conflict and dealing with "brilliant jerks."
#lesson
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14. Ask a Manager: Skills
Jem discusses with Ryan Burgess about the skills he relies on most in his day-to-day work. Ryan emphasizes the importance of people skills, such as observing, asking the right questions, and understanding deeper-level issues. He also discusses the value of learning through experience, reading books, observing good and bad leaders, and engaging with other leaders in the company. Ryan highlights communication and avoiding micromanagement as skills that are often lacking in new managers.
#lesson
Jem discusses with Ryan Burgess about the skills he relies on most in his day-to-day work. Ryan emphasizes the importance of people skills, such as observing, asking the right questions, and understanding deeper-level issues. He also discusses the value of learning through experience, reading books, observing good and bad leaders, and engaging with other leaders in the company. Ryan highlights communication and avoiding micromanagement as skills that are often lacking in new managers.
#lesson
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15. Exercise: Self Skill Assessment
Jem discusses the importance of self-assessment and identifying personal strengths and weaknesses in relation to engineering management by walking through a self-assessment exercise. He then discusses discoveries and insights with the class regarding their own skills and abilities. Jem also emphasizes the need for vulnerability and candidness in leadership and encourages the students to be honest about their areas for improvement.
- https://static.frontendmasters.com/assets/courses/2024-01-14-intro-management/assessing-your-skills.pdf
#lesson
Jem discusses the importance of self-assessment and identifying personal strengths and weaknesses in relation to engineering management by walking through a self-assessment exercise. He then discusses discoveries and insights with the class regarding their own skills and abilities. Jem also emphasizes the need for vulnerability and candidness in leadership and encourages the students to be honest about their areas for improvement.
- https://static.frontendmasters.com/assets/courses/2024-01-14-intro-management/assessing-your-skills.pdf
#lesson
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16. Interviewing for a Manager Role
Jem describes the process of finding a role as an engineering manager. He explains the two options: looking internally within the current company or externally at different companies while discussing the pros and cons of each option, including familiarity with culture and technology for internal roles, and the need to sell oneself and tailor the resume for external roles. Jem also mentions the challenge of finding available roles, especially in high-performing companies, and the potential need to move to a smaller company for an external role.
#lesson
Jem describes the process of finding a role as an engineering manager. He explains the two options: looking internally within the current company or externally at different companies while discussing the pros and cons of each option, including familiarity with culture and technology for internal roles, and the need to sell oneself and tailor the resume for external roles. Jem also mentions the challenge of finding available roles, especially in high-performing companies, and the potential need to move to a smaller company for an external role.
#lesson