Transitioning from developing software to developing people
summary
Transition details: managed six engineers in a newly formed team for six months; developed the team’s process with a scrum-like workflow—ticket breakdown, estimates, capacity planning and two‑week cadences; built customer support tooling (team branded as Wombats) and shipped logos; coding moves off the critical path, calendars fill with meetings, success metrics grow fuzzier, and the work centers on career coaching, clearing blockers, negotiating priorities with product and design, and using influence and process to get things done.
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chapters (8)
- 0:00Introduction
- 0:59What is management?
- 4:15Good Reasons To Consider Management
- 9:21What Changes When You Become A Manager
- 12:32A Small Digression...
- 15:55Politics
- 22:16Process
- 26:22Your reports growth
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