To be or not to be a manager in 2020
summary
Covers whether a technical person should become a manager by naming concrete expectations and failure modes: companies mostly want delivery and a happy team; managers must set the frame of the mission, run regular one-on-ones, and handle hiring and difficult underperformers. Advises treating management as a role change not just a promotion, trying leadership tasks for a three weeks trial (e.g., scrum master or technical lead) before committing, keeping technical touch via short sprints with teams, and refusing hires who break team culture.
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chapters (21)
- 0:00Introduction
- 2:20Purpose of this talk
- 2:53A story
- 4:16Purpose
- 5:30Role Model
- 6:00History
- 7:27Single Purpose
- 11:16Expectations
- 13:05Expectations of people
- 15:19Nonplussed
- 16:23Mountain Guide
- 17:36You are in good shape
- 17:54You can learn from others
- 18:50Book recommendation
- 20:15Weirdest motivation
- 22:24Money
- 26:54Difficulties
- 29:18Human Interaction
- 30:49Technical incompetence
- 33:03The ladder and the pendulum
- 35:49Why this talk
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