Essential Management Skills for Software Engineering Manager
- Description
- Curriculum
- FAQ
- Reviews
Welcome to the essential course for all Software Engineering Managers! Are you managing knowledge workers, engineers, or developer teams? If so, this course is for you. The technology industry is facing a skills crisis, and this course is designed to help address it by providing you with hands-on, practical management advice. No fluff, no bravado, no cheesy anecdotes, just actual skills to do the job.
In this 10+ hour course, broken down into three sections and 17 chapters, you will learn how to be a world-class manager. Part 1, Getting Oriented, will help you get to grips with your new role and team. Part 2, Working with Individuals, will teach you the necessary tools and processes to succeed in your day-to-day role. Part 3, The Bigger Picture, will give you the skills to handle tricky scenarios, manage information, create career progression tracks, and foster inclusivity and diversity in the workplace.
At the conclusion of this course, you will have gained valuable knowledge and skills that will be instrumental in achieving your long-term career goals. Thank you for joining me on this journey. Please feel free to reach out to me with any questions or feedback. All the best in your future endeavors!
-
5
1.1 Getting Oriented & Starting New Job as Manager Introduction -
6
1.2 First Week as Manager
-
7
1.3 Impostor Syndrome
-
8
1.4 Creating a Snapshot
-
9
1.5 Introduce Yourself to Your Team
-
10
1.6 Book a Weekly One-to-One Meeting with Everyone in Your Team
-
11
1.7 Concept of Flow for Creative Engineers
-
12
1.8 Have an Introductory Meeting with Your Manager
-
13
1.9 Create Your Snapshot as Manager
-
14
1.10 Making an Action List as Manager
-
15
1.11 Summary of Getting Oriented
-
16
2.1 Introduction & Steps to Manage Your Self First
-
17
2.2 Let’s Get Organized as Manager!
-
18
2.3 Manager's Tool 1: Calendar
-
19
2.4 Manager's Tool 2: To-Do List
-
20
2.5 Manager's Tool 3: Email
-
21
2.6 Manager's Tool 4: Place to Capture Information & ToolKit Summary
-
22
2.7 How Manager Can Categorize Activities to Feel Productive by Andrew Grove
-
23
2.8 Information Gathering
-
24
2.9 Decision Making
-
25
2.10 Nudging
-
26
2.11 Being a Role Model
-
27
2.12 An Example Day Categorizing Your Activities
-
28
2.13 How to Measure Your Output as a Manager
-
29
2.14 Summary .. Manage Yourself First
-
30
3.1 Interfacing with Humans as Manager Introduction
-
31
3.2 How to Communicate Well
-
32
3.3 The Three Mediums of Communication
-
33
3.4 Choosing the Right Medium
-
34
3.5 Managing Your Energy as Manager
-
35
3.6 Your Actions and Words You Use as Manager Matters (Measure Twice, Cut Once)
-
36
3.7 It’s Not About You & Make Your Conversations Two-Way
-
37
3.8 Respect the Preferences of Others & Suitability Trumps Efficiency
-
38
3.9 Be Consistent as Manager
-
39
3.10 Best Approach to Give Feedback .. Radical Candor Concept by Kim Scott
-
40
3.11 Traits to Avoid as Manager While Giving Feedback
-
41
3.12 Lets Summarize Communication as Manager
-
42
3.13 Delegation and The Two Extremes
-
43
3.14 Do Not Delegate Accountability as Manager
-
44
3.15 The Scale of Delegation
-
45
3.16 Do’s and Don’ts of Delegation
-
46
3.17 Pull, Don’t Push While Working with Your Manager
-
47
3.18 Talk About Performance While Working with Your Manager
-
48
3.19 Help Your Manager Lifting the Lid on Their World
-
49
3.20 Use The Power of Summaries While Working with Your Manager
-
50
3.21 Summary: Working with Individuals!
-
51
4.1 An Introduction and Learning Objectives : One-to-Ones
-
52
4.2 Perform One-on-Ones on Regular Basis
-
53
4.3 Using Leverage
-
54
4.4 How to Prepare for One-to-Ones as Manager
-
55
4.5 Contracting Exercise For Your First One-to-Ones
-
56
4.6 Questions for Contracting Exercise
-
57
4.7 Some Examples of Contracting
-
58
4.8 Contracting Summary
-
59
4.9 What to Talk About and How to Do It
-
60
4.10 Make Your Updates Interesting (No Boring)
-
61
4.11 Pulling the Andon Cord (Toyota Kata By Mike Rother)
-
62
4.12 Ideas for Topics of Conversation For Regular One-to-Ones
-
63
4.13 How to Take Notes and Assign Actions
-
64
4.14 Note That Manager is Not a Therapist
-
65
4.15 One-to-One Summary
-
66
5.1 Getting the Right Job for the Person Introduction
-
67
5.2 What Motivates People?
-
68
5.3 The Hierarchy of Needs & The Role of work
-
69
5.4 The Path to Self-Actualization
-
70
5.5 The Zone of Proximal Development
-
71
5.6 Career Level Proximal Development
-
72
5.7 The Zone of Proximal Development Benefits
-
73
5.8 The Cathedral and the Bazaar Model By Eric Raymond
-
74
5.9 Cathedral Constructors
-
75
5.10 Bazaar Browsers
-
76
5.11 Having the Conversation and Summary of Right Job For the Person
-
77
6.1 Performance Reviews Introduction
-
78
6.2 Performance Review Myth Busting
-
79
6.3 How to Prepare for Performance Reviews
-
80
6.4 Getting Peer Feedback
-
81
6.5 The Written Review Form For Performance Reviews
-
82
6.6 Staff’s Questions to Answer in Performance Review Process
-
83
6.7 What to Do on the Day of Performance Review
-
84
6.8 How to Handle Money Matters in Performance Reviews
-
85
6.9 Performance Review Summary
