Essential Management Skills For Software Engineering Manager 2023

Practical Advice and Tools to Successfully Lead Developers, Knowledge Workers and Engineer Teams

What you'll learn

Step by Step Approach For Becoming Effective Software Engineering Manager

Hands-on Practical Management Advice For Engineering Managers

How to be a the leader your development team needs

Getting to grips with your new role and working out who your team are, what they do, and how they relate to the rest of the organization.

Working with Individuals, necessary tools and processes to be a success in your day-to-day role, focusing on how you can make those interactions fruitful.

Steps for effective One-to-Ones which are essentials bedrock of your relationship with your staff

Tools and techniques to lead developer, engineers and other knowledge worker teams

Learn about stress, workplace politics, your own mental health, departmental best practice, career development, diversity, and inclusion

Opportunities and Challenges Working at startups

Measure your output in a way that helps you make priority decisions about how best to spend your time

How to Measure Your Output as a Manager? (Andrew Grove)

How to Categorize Your Activities to Feel Productive? (Andrew Grove)

Managing Your Energy and Power of Full Engagement

How to Give Feedback and The Concept of Radical Candor (Kim Scott)

Framework of Delegation and How to Avoid Two Extremes

Defining Relationship With Your Own Manager & The Power of Summaries

How To Best Prepare For One-to-Ones & How to do your first one-to-ones by using an exercise called contracting

Motivation people & Learning theory

The Cathedral and the Bazaar Models (Cathedral Constructors & Bazaar Browsers)

The Zone of Proximal Development

Effective Performance Reviews

Hiring Process & Style, Tone, and Gender-Neutrality in Job Description

How to know when people should go with your blessing, How to fight for staff to stay and How to make people leave?

How to Win Friends and Influence People

How to give back to others through mentoring and coaching?

Forming Coaching Relationships (Popular GROW Model)

How to use Concepts of Wobble, The Whip and The Carrot and Mount Stupid while working with people?

Two incredibly fun concepts in psychology that will affect people’s opinions and your ability to make decisions: The Dunning-Kruger Effect & Impostor Syndrome

Stressful Times during managing projects (The Eye of Sauron & How to avoid being under the gaze?)

How to use Scope, Resources, and Time as levers to manage stressful times?

Victims of Your Own Success and Brook’s Law

How to increase Productivity per Head as Manager?

Categorization of Features (MoSCoW Prioritization)

Role of Manger in Managing Information as Gatekeeper (The Hippocratic Oath and The Golden Rule)

Delivering Bad News as Manager

Workplace Politics (Do's and Don'ts) & Building Consensus

Why its OK to Let It Go Sometimes? What can we learn from Stoicism ?

The Concept Of Mindfulness

How you can cross team boundaries to unite people of similar skill sets?

How encouraging a culture of technical talks can unite your team and your department?

Breaking Silos with Guilds

Team Lightning Talks and Department Talks

Architecture Decision Record (ADR), Squad Health Check model & Directly Responsible Individual (DRI) Concepts

How to define the role of Individual Contributor (IC) and Manager and what some examples of career progression look like

Empowering Innovation with the Two-Pizza Team - Amazon’s Approach

Career Progression Troubleshooting

The role of Diversity and inclusion, Flexible and remote working, Work-life balance and Culture in The Modern Workplace

Requirements

No experience required

Description

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!

Overview

Section 1: 0.0 Introduction

Lecture 1 0.1 Introduction

Lecture 2 0.2 Management and Leadership

Lecture 3 0.3 Your Career Journey

Lecture 4 0.4 The Outline of This Course

Section 2: 1.0 Getting Oriented

Lecture 5 1.1 Getting Oriented & Starting New Job as Manager Introduction

Lecture 6 1.2 First Week as Manager

Lecture 7 1.3 Impostor Syndrome

Lecture 8 1.4 Creating a Snapshot

Lecture 9 1.5 Introduce Yourself to Your Team

Lecture 10 1.6 Book a Weekly One-to-One Meeting with Everyone in Your Team

Lecture 11 1.7 Concept of Flow for Creative Engineers

Lecture 12 1.8 Have an Introductory Meeting with Your Manager

Lecture 13 1.9 Create Your Snapshot as Manager

Lecture 14 1.10 Making an Action List as Manager

Lecture 15 1.11 Summary of Getting Oriented

Section 3: 2.0 Manage Yourself First

Lecture 16 2.1 Introduction & Steps to Manage Your Self First

Lecture 17 2.2 Let’s Get Organized as Manager!

Lecture 18 2.3 Manager's Tool 1: Calendar

Lecture 19 2.4 Manager's Tool 2: To-Do List

Lecture 20 2.5 Manager's Tool 3: Email

Lecture 21 2.6 Manager's Tool 4: Place to Capture Information & ToolKit Summary

Lecture 22 2.7 How Manager Can Categorize Activities to Feel Productive by Andrew Grove

Lecture 23 2.8 Information Gathering

Lecture 24 2.9 Decision Making

Lecture 25 2.10 Nudging

Lecture 26 2.11 Being a Role Model

Lecture 27 2.12 An Example Day Categorizing Your Activities

Lecture 28 2.13 How to Measure Your Output as a Manager

Lecture 29 2.14 Summary .. Manage Yourself First

Section 4: 3.0 Working with Individuals

Lecture 30 3.1 Interfacing with Humans as Manager Introduction

Lecture 31 3.2 How to Communicate Well

Lecture 32 3.3 The Three Mediums of Communication

Lecture 33 3.4 Choosing the Right Medium

Lecture 34 3.5 Managing Your Energy as Manager

Lecture 35 3.6 Your Actions and Words You Use as Manager Matters (Measure Twice, Cut Once)

Lecture 36 3.7 It’s Not About You & Make Your Conversations Two-Way

Lecture 37 3.8 Respect the Preferences of Others & Suitability Trumps Efficiency

Lecture 38 3.9 Be Consistent as Manager

Lecture 39 3.10 Best Approach to Give Feedback .. Radical Candor Concept by Kim Scott

Lecture 40 3.11 Traits to Avoid as Manager While Giving Feedback

Lecture 41 3.12 Lets Summarize Communication as Manager

Lecture 42 3.13 Delegation and The Two Extremes

Lecture 43 3.14 Do Not Delegate Accountability as Manager

Lecture 44 3.15 The Scale of Delegation

Lecture 45 3.16 Do’s and Don’ts of Delegation

Lecture 46 3.17 Pull, Don’t Push While Working with Your Manager

Lecture 47 3.18 Talk About Performance While Working with Your Manager

Lecture 48 3.19 Help Your Manager Lifting the Lid on Their World

Lecture 49 3.20 Use The Power of Summaries While Working with Your Manager

Lecture 50 3.21 Summary: Working with Individuals!

Section 5: 4.0 One-to-Ones

Lecture 51 4.1 An Introduction and Learning Objectives : One-to-Ones

Lecture 52 4.2 Perform One-on-Ones on Regular Basis

Lecture 53 4.3 Using Leverage

Lecture 54 4.4 How to Prepare for One-to-Ones as Manager

Lecture 55 4.5 Contracting Exercise For Your First One-to-Ones

Lecture 56 4.6 Questions for Contracting Exercise

Lecture 57 4.7 Some Examples of Contracting

Lecture 58 4.8 Contracting Summary

Lecture 59 4.9 What to Talk About and How to Do It

Lecture 60 4.10 Make Your Updates Interesting (No Boring)

Lecture 61 4.11 Pulling the Andon Cord (Toyota Kata By Mike Rother)

Lecture 62 4.12 Ideas for Topics of Conversation For Regular One-to-Ones

Lecture 63 4.13 How to Take Notes and Assign Actions

Lecture 64 4.14 Note That Manager is Not a Therapist

Lecture 65 4.15 One-to-One Summary

Section 6: 5.0 The Right Job for the Person

Lecture 66 5.1 Getting the Right Job for the Person Introduction

Lecture 67 5.2 What Motivates People?

Lecture 68 5.3 The Hierarchy of Needs & The Role of work

Lecture 69 5.4 The Path to Self-Actualization

Lecture 70 5.5 The Zone of Proximal Development

Lecture 71 5.6 Career Level Proximal Development

Lecture 72 5.7 The Zone of Proximal Development Benefits

Lecture 73 5.8 The Cathedral and the Bazaar Model By Eric Raymond

Lecture 74 5.9 Cathedral Constructors

Lecture 75 5.10 Bazaar Browsers

Lecture 76 5.11 Having the Conversation and Summary of Right Job For the Person

Section 7: 6.0 Effective Performance Review Process

Lecture 77 6.1 Performance Reviews Introduction

Lecture 78 6.2 Performance Review Myth Busting

Lecture 79 6.3 How to Prepare for Performance Reviews

Lecture 80 6.4 Getting Peer Feedback

Lecture 81 6.5 The Written Review Form For Performance Reviews

Lecture 82 6.6 Staff’s Questions to Answer in Performance Review Process

Lecture 83 6.7 What to Do on the Day of Performance Review

Lecture 84 6.8 How to Handle Money Matters in Performance Reviews

Lecture 85 6.9 Performance Review Summary

Section 8: 7.0 Hiring Process

Lecture 86 7.1 Hiring Process Introduction

Lecture 87 7.2 Picking Who to Hire

Lecture 88 7.3 Considering Culture Fit In Hiring

Lecture 89 7.4 Note on Hiring Friends

Lecture 90 7.5 Preparing Job Description as Manager

Lecture 91 7.6 Style, Tone, and Gender-Neutrality in Job Description

Lecture 92 7.7 Setting Up an Interview Process

Lecture 93 7.8 Reviewing Applications

Lecture 94 7.9 Performing Screening Calls

Lecture 95 7.10 Conducting The First Interview

Lecture 96 7.11 How Can You Be A Great Interviewer?

Lecture 97 7.12 Some Do’s and Don’ts For Technical Exercises In Interviews

Lecture 98 7.13 Optional Technical Exercise In Interview Process

Lecture 99 7.14 The Final Interview

Lecture 100 7.15 Making the Offer

Lecture 101 7.16 Hiring Process Summary

Section 9: 8.0 The Process Of Letting People Go

Lecture 102 8.1 The Process Of Letting People Go … Introduction

Lecture 103 8.2 People Leaving Is Normal At Organizations

Lecture 104 8.3 Good Reasons for Leaving

Lecture 105 8.4 Bad Reasons for Leaving

Lecture 106 8.5 How Can We Prevent From Leaving?

Lecture 107 8.6 Fighting the Good Fight

Lecture 108 8.7 Making Staff Leave

Lecture 109 8.8 Performance Improvement Plan (PIP)

Lecture 110 8.9 Preparing the PIP

Lecture 111 8.10 Creating the PIP

Lecture 112 8.11 Delivering and Implementing the PIP

Lecture 113 8.12 Layoffs

Lecture 114 8.13 Some Tips for Layoffs

Lecture 115 8.14 Letting People Go Summary

Section 10: 9.0 How to Win Friends and Influence People

Lecture 116 9.1 How to Win Friends and Influence People Introduction

Lecture 117 9.2 Going Beyond Your Team

Lecture 118 9.3 Building Your Network

Lecture 119 9.4 Who Could Be In Your Network?

Lecture 120 9.5 Making Introductions

Lecture 121 9.6 Checking In Regularly

Lecture 122 9.7 Giving Back To Increase Influence and Expand Your Network

Lecture 123 9.8 Mentoring

Lecture 124 9.9 Topics for Mentoring

Lecture 125 9.10 Benefits of Mentoring to Mentor

Lecture 126 9.11 Finding People to Mentor

Lecture 127 9.12 Creating a Mentorship Matrix and Agreement

Lecture 128 9.13 Coaching

Lecture 129 9.14 Modes of Conversation

Lecture 130 9.15 GROW Coaching Model

Lecture 131 09 How to Win Friends and Influence People.. Summary

Section 11: 10.0 Challenges Of Managing People

Lecture 132 10.1 Managing People Introduction

Lecture 133 10.2 Scrutiny and Judgment

Lecture 134 10.3 When Your Team Scrutinizes You

Lecture 135 10.4 When You Scrutinize Your Manager

Lecture 136 10.5 Wobble Effect

Lecture 137 10.6 Listening and Observing

Lecture 138 10.7 Digesting Information

Lecture 139 10.8 Communicating Information

Lecture 140 10.9 Peer Support

Lecture 141 10.10 The Whip and the Carrot

Lecture 142 10.11 The Whip

Lecture 143 10.12 The Carrot

Lecture 144 10.13 Autonomy, Mastery, and Purpose Model

Lecture 145 10.14 Mount Stupid

Lecture 146 10.15 Dunning-Kruger Effect

Lecture 147 10.16 Impostor Syndrome Challenges

Lecture 148 10.17 Dealing with the Dunning-Kruger Effect

Lecture 149 10.18 Dealing with Impostor Syndrome

Lecture 150 10.19 Managing People Summary

Section 12: 11.0 Challenges Of Managing Projects

Lecture 151 11.1 Managing Projects Introduction

Lecture 152 11.2 The Eye of Sauron

Lecture 153 11.3 Warning Signs

Lecture 154 11.4 Under the Gaze

Lecture 155 11.5 When the Gaze Is Averted

Lecture 156 11.6 Victims of Your Own Success and Brook’s Law

Lecture 157 11.7 It’s All About Productivity

Lecture 158 11.8 Communication Channels & Process Overhead

Lecture 159 11.9 Increase Productivity Per Head

Lecture 160 11.10 Scope, Resources, and Time effect on Productivity

Lecture 161 11.11 Manage Scope to Increase Productivity

Lecture 162 11.12 MoSCoW Prioritization Model and Encourage Stretch Goals

Lecture 163 11.13 Manage Resources to Increase Productivity

Lecture 164 11.14 Manage Time to Increase Productivity

Lecture 165 11.15 Make Your Levers Transparent

Lecture 166 11.16 Summary.. Challenges Of Managing Projects

Section 13: 12.0 Managing Information As A Manager

Lecture 167 12.1 An Introduction To Managing Information As Manager

Lecture 168 12.2 Acting as Spies to Collect Information

Lecture 169 12.3 Managing Information as Gatekeeper

Lecture 170 12.4 The Hippocratic Oath and The Golden Rule

Lecture 171 12.5 How to Share Just Enough Information

Lecture 172 12.6 "There are unknown unknowns" - Famous Speech By Donald Rumsfeld

Lecture 173 12.7 Delivering Bad News

Lecture 174 12.8 Trends Toward Transparency

Lecture 175 12.9 Consistently Just Enough

Lecture 176 12.10 Being Consistent

Lecture 177 12.11 The Meaning of Just Enough

Lecture 178 12.12 Leave Nobody Behind

Lecture 179 12.13 Workplace Politics & How do they arise

Lecture 180 12.14 Using Workplace Politics In Positive Way

Lecture 181 12.15 Ways To Avoid Using Workplace Politics

Lecture 182 12.16 Managing Information as Manager .. Summary

Section 14: Letting Go For Success

Lecture 183 13.1 Letting Go For Success Introduction

Lecture 184 13.2 Let Go Of Tasks

Lecture 185 13.3 Take it Easy Based on Stoicism and Zen Buddhism

Lecture 186 13.4 The Dichotomy & Trichotomy of Control

Lecture 187 13.5 How Do They Keep Internal Tranquility

Lecture 188 13.6 Let Go of Outcomes That You Cannot Control

Lecture 189 13.7 Escaping the False Productivity Trap

Lecture 190 13.8 L-Mode and R-Mode Thinking

Lecture 191 13.9 Enabling Your R-mode

Lecture 192 13.10 Using Your Capacity Wisely

Lecture 193 13.11 Let Go Of Compulsive Checking

Lecture 194 13.12 Letting Go Of Work To Avoid Burn-Out

Lecture 195 13.13 The Importance of Sleep

Lecture 196 13.14 Moving Your Body

Lecture 197 13.15 The Only Moment That Matters Is Now

Lecture 198 13.16 The Concept Of Mindfulness

Lecture 199 13.17 Letting Go For Success…Summary

Section 15: 14 Good Housekeeping

Lecture 200 14.1 Good Housekeeping.. Introduction

Lecture 201 14.2 Conway's Law & Communication Dictates Software Design

Lecture 202 14.3 Breaking Silos with Guilds

Lecture 203 14.4 Example Guild Implementation at Spotify

Lecture 204 14.5 Things You Can Do To Start a Guild

Lecture 205 14.6 Team Lightning Talks

Lecture 206 14.7 Department Talks

Lecture 207 14.8 Turning Problems into Learning Opportunities & Five Whys

Lecture 208 14.9 Tools to Solve Common Problems

Lecture 209 14.10 Architecture Decision Record (ADR)

Lecture 210 14.11 Squad Health Check model

Lecture 211 14.12 14 Directly Responsible Individual (DRI) at Apple Inc

Lecture 212 14.13 Good House Keeping Summary

Section 16: 15.0 Career Tracks

Lecture 213 15.1 Career Tracks Introduction

Lecture 214 15.2 Individual Contributor (IC) Track

Lecture 215 15.3 IC's Role and Its Impact

Lecture 216 15.4 Amazon's Two Pizza Team Approach and Ringelmann Effect

Lecture 217 15.5 Amazon's Two Pizza Team and Six Page Memo

Lecture 218 15.6 Management Track

Lecture 219 15.7 Creating a Progression Framework

Lecture 220 15.8 Creating a Progression Framework for IC's

Lecture 221 15.9 Benefits of Career Progression Framework

Lecture 222 15.10 Creating a Progression Framework (Management Track)

Lecture 223 15.11 Career Progression Troubleshooting

Lecture 224 15.12 Isn’t a Manager on Both Tracks?

Lecture 225 15.13 What If I Don’t Like Management After I Try It?

Lecture 226 15.14 The Peter Principle and The Dilbert Principle

Lecture 227 15.15 Isn’t Progression Subjective?

Lecture 228 15.16 What If There Are Big Variations Between Skill Sets?

Lecture 229 15.17 How Do Career Tracks Decide Compensation?

Lecture 230 15.18 This Doesn’t Work for My Company!

Lecture 231 15.19 Career Tracks.. Summary

Section 17: 16.0 Role Of Manager In The Modern Workplace

Lecture 232 16.1 The Modern Workplace Introduction

Lecture 233 16.2 Diversity and Inclusion

Lecture 234 16.3 Increase Pipeline to Increase Diversity and Inclusion

Lecture 235 16.4 Cultural Issues Effect on Diversity and Inclusion

Lecture 236 16.5 What You Can Do As Manager to Increase Diversity and Inclusion

Lecture 237 16.6 Positive Discrimination vs Positive Action

Lecture 238 16.7 How the Coronavirus Outbreak Has Changed the Way We Work

Lecture 239 16.8 The Shift Toward Remote Working

Lecture 240 16.9 Fighting Organizational Inertia

Lecture 241 16.10 Communication Practices for Distributed Teams

Lecture 242 16.11 Trust Is Essential for Remote Working

Lecture 243 16.12 Values and Goals as Guidance

Lecture 244 16.13 Defining Team Values

Lecture 245 16.14 Working Toward Goals

Lecture 246 16.15 Face-to-Face Time

Lecture 247 16.16 Video Calls Do’s and Don'ts

Lecture 248 16.17 Physical Face-to-Face Time

Lecture 249 16.18 Work-Life Balance

Lecture 250 16.19 Protect Your Team

Lecture 251 16.20 What You Do Is What You Are!

Lecture 252 16.21 The Modern Work Place Summary

Section 18: 17.0 Opportunities for Managers In Startup Companies

Lecture 253 17.1 Startups Introduction

Lecture 254 17.2 "Software Is Eating the World" Famous Quote By Marc Andreessen

Lecture 255 17.3 Opportunities for Managers

Lecture 256 17.4 Becoming Manager Number One

Lecture 257 17.5 Manager Number One or VP Engineering Responsibilities

Lecture 258 17.6 Relationship between the CTO and VP Engineering

Lecture 259 17.7 Difficulties for Management Track In Startups

Lecture 260 17.8 Advantages for Managers in Startups

Lecture 261 17.9 Advice On How To Approach For Management Track in Startups

Lecture 262 17.10 Why Start Up Experience is Highly Sought After

Lecture 263 17.11 Startup Compensation and Equity

Lecture 264 17.12 Why Management at Startups Is Critical

Lecture 265 17.13 More Details On Startup Funding Stages (Additional and Optional Info)

Lecture 266 17.14 Startups Summary

Section 19: The Reference Books, Course Summary & Conclusion

Lecture 267 The Reference Books

Lecture 268 Course Summary & Conclusion

People Leading Engineering Teams,Engineers planning to get into Engineering Management Role,People practicing engineering management for while,People leading developer teams , engineering teams and other knowledge worker teams