Found in 3 comments
by throwmeaway32
2017-08-27
yes do it, setup 30mins per person every 2 weeks, in the meeting invite describe this is a time for discussion, feedback (for you to them and them to you), for things like career progression and also for them to ask questions they might not feel comfortable asking in a more public setting including things about product, company etc. Try to keep the time as consistent as possible and show that these are a priority for you (so don't forget, cancel them etc).

They can be tough conversations, but rewarding on both sides.

If you are leading a team of devs at the very least read these 2 books:-

https://www.amazon.ca/Managing-Humans-Humorous-Software-Engi...

https://www.amazon.com/Managers-Path-Leaders-Navigating-Grow...


Original thread
by helper
2017-08-05
Maybe read "The Manager's Path" by Camille Fournier[0]. It focuses a lot on the transition from being an engineer to going into management.

[0]: https://www.amazon.com/Managers-Path-Leaders-Navigating-Grow...


Original thread
by yoloswagins
2017-06-14
Managing engineers is a new career, that is separate from being an Engineer. Many engineering skills don't transfer to management, even when you think they do.

As a manager, one of the most important things you can do is schedule regular 1 on 1's with the people who report to you. Both "The Manager's Path"[1] and "Behind Closed Doors"[2] stresses this.

In about 4 months, it'll be helpful to review PG's essay, Maker's Schedule, Manager's Schedule[3] Right now, you'll be coding most of your time, but you'll soon have more and more meetings. MSMS names the feeling of frustration around meetings, and describes how to handle so many meetings.

[1] https://www.amazon.com/Managers-Path-Leaders-Navigating-Grow...

[2] https://www.amazon.com/Behind-Closed-Doors-Management-Progra...

[3] http://www.paulgraham.com/makersschedule.html


Original thread

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