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As we’ve put it into practice, it’s definitely been a lot of work for managers to fill out the spreadsheets. For managers that know their employees well, the work’s been tolerable. For managers that are new to their team, it’s been tough. The management track is the biggest addition, with 78 new skills. (PDF)
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With these high level goals and constraints, a small team of us proceeded to design, develop, install, and start up a sophisticated control system, with guidance from senior engineers who had been doing this kind of work for decades. The engineeringmanager suggested that I visit the vendor every few weeks to monitor their work.
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There is an inherent difference between leaders and managers that is often overlooked. While most think that leaders are “born,” Katie Womersley, VP of Engineering at Buffer, disagrees. Katie’s journey into management. Transitioning others into management and bumps along the way. I am VP of Engineering over there.
In this episode of Programming Leadership, Marcus and his guest, Rich Mironov, discuss the all too common disconnect between developers and those on the marketing side of organizations. Differences in design principles between product and engineeringmanagement (1:35). And these days, I coach heads-of-product.
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So I spent an initial two years in the customer success part of the organization, building internal-facing Data Science and Machine Learning products to help drive our revenue, minimize attrition problems in that space. And we also have dedicated teams to look into some of this. So, you know, we have an AI trust team as we call them.
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Will’s book, An Elegant Puzzle: Systems of EngineeringManagement. Speaker 1: Welcome to the Programming Leadership podcast where we help great coders become skilled leaders and build happy, high performing software teams. Marcus: Will, you are a manager now. When you were little, did you want to be a manager?
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