Managing engineering teams • Hacker News Board

Re: Managing engineering teams

#21

Post by philjr » Fri, May 29, 2015, 4:18 PM UTC

simpixelated wrote: post #20

philjr wrote: post #19

Earlier quoted context omitted.

Remember it's his communication style so first thing is try not to get stressed in the first place. If your child starts crying, you may get stressed the first couple of times, but with experience you understand it's just the nature of the child and there are a set of steps you can take to diffuse the situation. Treat your situation with your boss the same way. At a tactical level start translating his requirements d…

Thanks, this advice will definitely help. I know he's open to feedback so I'll make sure to be proactive.

Feel free to reach out for any advice. Email is in profile

Re: Managing engineering teams

#22

Post by philjr » Fri, May 29, 2015, 4:18 PM UTC

awaythrow101 wrote: post #18

philjr wrote: post #15

Earlier quoted context omitted.

Sounds like you're not working in a technology company, where technology is in the DNA of the company. PMP certified dev managers without any dev experience (I'll emphasise the last bit), in my experience, have been universally poor. There's too big a gap to fill between project management language (which is what pmp or prince gives you) and building something through modern development practices. If you have some ve…

Thanks for the feedback. We are a software company (web and mobile), but we work in the broadcast industry where things can be a little more old-fashioned. Ultimately I want to run my own company eventually, and I feel like management experience would be a beneficial and necessary thing to have in that case. I worry that remaining a developer (even with an inflated title) will make it look like I'm standing still in…

Feel free to reach out for any advice. Email is in profile

Re: Managing engineering teams

#23

Post by BurningFrog » Fri, May 29, 2015, 7:22 PM UTC

simpixelated wrote: post #14

How do I tactfully express a few key points of advice from this article to my manager? He's generally a good manager, just very bad at: > 14. Don’t shoot down ideas until it’s necessary. > 25. Don’t judge too quickly; you’re right less often than you think. Even if you’re sure you’re right in any given case, wait until everyone’s opinion is heard. > 30. Most conflict happens because people don’t feel heard. Sit down…

Maybe you need to provide the B side.

"Will you get your work done this week?" "To do that I'll need X and Y"

If you feel pressured to lie to your boss, that's a serious problem. Is it possible you're misreading him? Do others on the team feel the same way?