Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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.
#lesson
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
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
Media is too big
VIEW IN TELEGRAM
17. Looking for your First Role
Jem covers the important factors to consider, and the questions to ask when looking for a managerial role. Jem emphasizes the benefits of choosing a role in a similar domain or technology, as well as the importance of a healthy team size and company culture. He also highlights the significance of finding a manager who is willing to invest in and mentor you, and the value of networking to find job opportunities.
#lesson
Jem covers the important factors to consider, and the questions to ask when looking for a managerial role. Jem emphasizes the benefits of choosing a role in a similar domain or technology, as well as the importance of a healthy team size and company culture. He also highlights the significance of finding a manager who is willing to invest in and mentor you, and the value of networking to find job opportunities.
#lesson
Media is too big
VIEW IN TELEGRAM
19. Interviewing Takeaways
Jem reflects on the takeaways from a previous interview and emphasizes the importance of recognizing that there are many skills required to be a good leader, and it's not possible to be good at everything. He advises being kind to oneself and building up skills in advance to make the transition to management easier, while also stressing the importance of taking advantage of opportunities, learning from others, and leveraging luck to be successful. Finally, Jem highlights that in an interview, the focus is on measuring potential rather than current knowledge.
#lesson
Jem reflects on the takeaways from a previous interview and emphasizes the importance of recognizing that there are many skills required to be a good leader, and it's not possible to be good at everything. He advises being kind to oneself and building up skills in advance to make the transition to management easier, while also stressing the importance of taking advantage of opportunities, learning from others, and leveraging luck to be successful. Finally, Jem highlights that in an interview, the focus is on measuring potential rather than current knowledge.
#lesson
Media is too big
VIEW IN TELEGRAM
20. What Do Managers Do?
Jem discusses the role of engineering managers and explains that the responsibilities of managers can vary depending on factors such as company size, team composition, and business priorities. The lesson emphasizes that managers have to balance technical and managerial aspects while keeping the business goals in mind. Jem also highlights the importance of understanding the competing interests and priorities that managers must navigate.
#lesson
Jem discusses the role of engineering managers and explains that the responsibilities of managers can vary depending on factors such as company size, team composition, and business priorities. The lesson emphasizes that managers have to balance technical and managerial aspects while keeping the business goals in mind. Jem also highlights the importance of understanding the competing interests and priorities that managers must navigate.
#lesson
Media is too big
VIEW IN TELEGRAM
21. Engineering Manager Responsibilities
Jem discusses the various responsibilities of an engineering manager. He explains that on the management side, there is a lot of paperwork involved, such as updating compensation, hiring, and firing. They also highlight the importance of communication, setting context, managing relationships, and project management. Additionally, Jem mentions the responsibilities of recruiting, team development, performance coaching, team health, conflict resolution, and onboarding.
#lesson
Jem discusses the various responsibilities of an engineering manager. He explains that on the management side, there is a lot of paperwork involved, such as updating compensation, hiring, and firing. They also highlight the importance of communication, setting context, managing relationships, and project management. Additionally, Jem mentions the responsibilities of recruiting, team development, performance coaching, team health, conflict resolution, and onboarding.
#lesson
Media is too big
VIEW IN TELEGRAM
22. Daily, Weekly, & Yearly Tasks
Jem discusses the responsibilities of an engineering manager in the timeline of day-to-day, week-to-week, quarter-to-quarter, and year-to-year. He emphasizes the importance of managing the team and understanding the context of the business. Jem also provides advice on how to navigate situations where there is a lack of direction or mentorship from higher-level managers.
#lesson
Jem discusses the responsibilities of an engineering manager in the timeline of day-to-day, week-to-week, quarter-to-quarter, and year-to-year. He emphasizes the importance of managing the team and understanding the context of the business. Jem also provides advice on how to navigate situations where there is a lack of direction or mentorship from higher-level managers.
#lesson
Media is too big
VIEW IN TELEGRAM
23. Meetings
Jem discusses how engineering managers spend their time, focusing primarily on meetings. The different types of meetings that managers typically attend are mentioned, such as one-on-ones, project meetings, planning and strategy meetings, all hands meetings, team meetings, social events, team retrospectives, and staff meetings. Jem also emphasizes the importance of being prepared for meetings and the need for agendas to ensure that time is not wasted.
#lesson
Jem discusses how engineering managers spend their time, focusing primarily on meetings. The different types of meetings that managers typically attend are mentioned, such as one-on-ones, project meetings, planning and strategy meetings, all hands meetings, team meetings, social events, team retrospectives, and staff meetings. Jem also emphasizes the importance of being prepared for meetings and the need for agendas to ensure that time is not wasted.
#lesson
Media is too big
VIEW IN TELEGRAM
24. Meetings Exercise
Jem highlights the importance of balancing time and responsibilities as an engineering manager and encourages participants to reflect on where their time goes and what their responsibilities are in their role. Jem also shares personal insights and tips on time management, delegation, and making space for creative work. This lesson emphasizes the need to align where one should be spending their time with where they spend their time to avoid frustration and burnout.
- https://static.frontendmasters.com/assets/courses/2024-01-14-intro-management/where-does-the-time-go.pdf
#lesson
Jem highlights the importance of balancing time and responsibilities as an engineering manager and encourages participants to reflect on where their time goes and what their responsibilities are in their role. Jem also shares personal insights and tips on time management, delegation, and making space for creative work. This lesson emphasizes the need to align where one should be spending their time with where they spend their time to avoid frustration and burnout.
- https://static.frontendmasters.com/assets/courses/2024-01-14-intro-management/where-does-the-time-go.pdf
#lesson
Media is too big
VIEW IN TELEGRAM
25. Purpose of a Meeting
Jem discusses different types of meetings and their purposes. The audience is engaged to gather opinions on the purposes of standup meetings, one-on-one meetings, all hands meetings, team meetings, and project meetings. Emphasis is placed on the importance of understanding the goals and outcomes of each meeting and provides insights on which meetings managers should prioritize.
#lesson
Jem discusses different types of meetings and their purposes. The audience is engaged to gather opinions on the purposes of standup meetings, one-on-one meetings, all hands meetings, team meetings, and project meetings. Emphasis is placed on the importance of understanding the goals and outcomes of each meeting and provides insights on which meetings managers should prioritize.
#lesson