Tech Lead

Become a Manager on My Own: A Classic Tale of Being Thrown into a Management Role

This article is about the transition of an iOS engineer to a manager, and the lessons learned along the way. The author discusses the importance of understanding the company's higher-level vision, building trust with the team, delegating work, and finding mentors to help broaden their horizon. They also recommend three books to read to help with the transition. The author emphasizes the importance of patience and trust when shifting from maker to manager.

Growing With An Organization

This article discusses the difficulty of transitioning from an individual contributor to a manager. It explains that as a company grows, roles and responsibilities need to change and be delegated in order for the company to be successful. The article emphasizes the importance of recognizing why different roles are important and being willing to let go of certain roles and responsibilities as the company grows.

The Power of Introspection in Career Growth

This story is about an engineer who was disappointed to not be promoted to a technical lead manager (TLM) position. The company had announced the names of the people who received the TLM positions and celebrated their accomplishments. The engineer expressed his belief that he was a better candidate for the position due to his previous technical lead position and longer tenure with the company. The leader listened to the engineer's concerns and helped him become more self-aware and focus on what he had control over. They discussed the expectations of a TLM and the engineer's strengths and weaknesses. The leader also provided guidance on choosing the right career path and set aside time each month to discuss career paths and goals. The leader learned the importance of listening to employees, providing honest feedback, and celebrating each other's successes.

Helping Your Reports Become Managers

At Niche, the author had the privilege of growing a department from two people to over a dozen. To enable further growth, the author needed to foster and develop a new layer of management within the team. To do this, the author set a six-month plan for the most senior member of the QA team to become a manager. Through a SWOT analysis, reading curriculum, and mentorship sessions, the author was able to equip the emerging manager with the skills and confidence to become a successful manager. The author learned that having a longer preparation time was helpful in changing the emerging manager's perception within their team and that nurturing talent internally is a sound business decision.

Taking the Initiative to Transition from Engineering to Product

A technical program manager wanted to transition into a product management role, but faced bias from their company. To prove themselves, they built a strong relationship with a VP of product, took on a small project, and studied for interviews. In the end, they received the offer to become a product manager. The lesson learned is that it is best to transfer internally and find a sponsor on the product team who will support you through the transition.

Embracing and Growing Into the Role of an Amazing Leader

A programmer in a startup was asked to take on the role of engineering manager due to the lack of structure in the organization. Despite having no experience managing people, they accepted the role and eventually embraced it. They learned how to be a leader through attending courses and conferences, and eventually developed an approach of intent-based leadership, pushing leadership down through the team. They learned that the biggest measure of success is getting the team to the point where they don't need them anymore, and that this can be an opportunity to assess their own career ladder and strive for something else.