Dev turn manager

Dev turn manager
Mid level dev ususally span 4-5 years to develop specialty at one firld either front or backend.Tried different technology with a goal to home a craft
Senior level is expert in one or 2 field and capable to mentor juniors or.others at beginning level.
Next level is dev lead or arch, dev lead takes project and spent part of his time managing people. he doesnt put himself at the crutical path cuz managing people will be diruption for if he wnat full speed at coding.
Dev manager will run the dev bu And manage multiple dev lead

diff btw manager and leader-
mgr coordinate. effectively utilize resource to achieve business goal with quality(meet constraint of time scope resource), grow people skills to meet biz needs.
Short sighted- hate risks.
Decide for team.

leader chrismatic, drive with vision for long run. embrace risk if it serve the benefit of long poll.

leading style -
beaueacratic autocratic - dictatorship
applied to project requires tight schedule. high quality standard and frequent quick decision making.
disavantage - staff low esatisfaction rate
servant, chrismatic and lassez fari, democratic are more apply to cteativity projects where teams r matured.

manager and leader skill
1. delegation. having someone accpuntable to plan and execute and manage the success of a task or project. you must not provide
2.mentor
short goals to guide someone to achieve learning
3.coaching
small objective
4.conflict resolution
direct-manager make decision, criticism in constructive way
bargain-compromise
team rule enforcement
retreat

listening

Leader quality
1. explain youelf - use feeling that other can relate to
help other create reality check
reduce resentment if u.ignore other people idea.
2 earn respect
3 role modeling

How to get things done using ownership or territoryian
people hate loss than their love for gain.
1. reasoning and pursuation is one part
2. identify stakeholders
3. invite opinion from them :

• not oppose,
• support like other does.
• i will fight with you.

Last one is showing stakeholder buy in emotionally.
4. conflict happens. expand the terretory of view.
if 2 people have conflict. think aboit the ownership of the project or team or even bigger the company and its interest. rather than judging someone's idea is better than the other.

being understood is more important than speaking well

speaking with emotion. having people engaged. tell a joke.

sandwich compliments. stress the meat if you want the receiver to know u r serious.

behavior and person
when critize. criticize behavior, e.g. this is idiotic behavior
when appraise, appraise the person. e.g. u r a genius.

acribe listening
rephrase the statement with your understanding. base on the agreement to continue your questions.

team structure

contract type
perm - lower cost, higher management overhead and cost  for turnover and dismiss.
contractor-work on areas team not  familiar with or like to work on.

firing or hiring

jack raynor

MOTIVATION-
Money-rule of 75k threshold
Meaning - quick feedback from short iteration. automate repeated works.
small change to improve works effeciciency.
Env
Chairs
Tools
Flow

Classify your team
key player - innovative. take caee his needs immediately
need improvement -
change role - another role is better suited
replace - talk to hr for exit.

Avoid knowldge silo for turnover or people get bore for one type of work.

Watch development process
ut/integration
defect prevention
cd
automatino deployment
auto test
burndown
kanban

managing boss
make their life easier.
come with problem AND Solution

morale and positive leadership
very important to keep team inspired.
keep quiet if u dont find it at the moment

speaking to people smarter than you.
software is big topic. no one is gud at all areas.dont brag dont exaggerate.
when you speak up, try to avoid condescending by telling people your reason of delivering.
people respeect expertise in all areas. not just coding.

dev manager 2

allies and enemy
allies prone to sipporrt u
avoid battle, find common grpund

plant the seeds.
gradual.process to advocate change(new bug track system) instead pf pushing too hard for immediate change
dont do things just for the moment. plan for the future.

technical management
either micro management or completely leave it to teams
trust and verify
ask right questions.
latest tech not always thrives.

open source vs proprietary
community
how frequent it release

novosibirsk