Ten points for eng manager
link from: https://twitter.com/joaoqalves
- Capacity to zoom in and out very quickly. From feature to project to strategy and the other way around
- Doesn’t shed the problems away from the team. Instead, treat them as adults and give perspective (from the business or other teams) so people can make better decisions throughout the day
- Doesn’t take all the clerical work but does it when needed, to lead by example
- Doesn’t solve problems but creates systems to solve problems instead. 🧑🚒 vs 👨🔬
- Praise good, consistent work. Reflects on the things to improve. Sometimes, collectively as opposed to the typical “criticize in private” adagio
- Gives actionable, candid feedback with enough details and suggestions. Grows individuals and the team too
- Sets the bar high. There’s no room for “the team doesn’t want to have incident review sessions” or “one deploy a week is fine”
- Sponsors the talent inside the team. For instance, making space for that great engineer to present in front of the CTO
- Has a low tolerance for low-performers and (brilliant) jerks
- Does the right thing even if the team gets upset.