From managing code dependencies to managing people
summary
A junior people manager recounts concrete actions and results from the first 10 months of the role: running frequent one‑on‑ones, owning hiring (team grows from 2 to 8), mediating team conflicts that previously lost two engineers, and shifting time between coding and management under a 30% hands‑on time expectation. Builds trust by attending interviews and meetups, stays technical via PR reviews and small backlog fixes, and adapts when a cross‑team foundation squad is dissolved so ownership moves into product teams.
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chapters (11)
- 0:00Introduction and motivation
- 4:42From engineer to manager
- 9:16People lead vs tech lead
- 13:53Responsibilities of a people manager
- 17:46Leading a new team vs existing team
- 22:46Facilitating growth over giving answers
- 25:34Hard conversations and trust
- 25:56Should managers code?
- 31:14Balancing coding and management
- 32:17Daily life as a people manager
- 36:15Resources and closing
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