Actionable Advice For YOU From My Management Journey - Dev Leader Weekly 34
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TL; DR: Constructive criticism is hard to give — If you’re not getting it, ask for your biggest opportunities to improve. Tech lead or Manager roles require different skill sets and more time working with people, not code. Clarity around timelines and milestones can be very situational — don’t be afraid to ask for more details on due dates.

I wanted to take a different spin on offering career advice to software engineers. I thought it could be an interesting exercise to share several big lessons from my ~12 years of managing software engineers and transform those lessons into actionable advice.

The first 8 years of my professional career after university were managing software engineers, but I was also a contributing software engineer myself. It was difficult to balance (especially at a rapidly growing startup), but the experiences from both IC and Management perspectives were very helpful.

I hope you find value in this! TP;DR at the top of the post.

  • @muhanga
    1•4 months ago

    Yes. It is much in vogue. Especially in big corps. And Big corps have no idea what they doing. A year ago I had helped couple of managers to “go back to engineering”, because org had to many managers.

    The amount of people who can make code and manage is very limited. But it is very alluring from the perspective of human resource optimization for people to do both. You take decent engineer => You receive shitty miserable manager that can code something non essential. This is very sad.

    Big corps are like a pythons on ketanol. They have no idea what happening but they want to grow and shit profits everywhere.