(You should read Part 1 first) The elephant in the room. You are wondering why I am putting so much of the burden of being promoted on you. You have a boss. Aren’t they responsible for doing all this work? Shouldn’t they understand job levels and the intricacies of the promotion process? Yes, they should.… more
The most common conversation I’ve had during the last three start-ups was the growth conversation. Some version of: “Rands. I am here. How do I get there?” For leadership-minded engineers, there are four career paths available to you. I will describe three briefly, and then I’ll talk about the fourth one a lot. The first… more
The long-awaited 21st episode. Lyle is still thinking about becoming a manager. Lopp (still) has thoughts. We discuss what kind of leader you might be, how not to be overwhelmed, the sounds of modems, and why anger shouldn’t feel like progress Enjoy it now or download for later. Here’s a handy feed or subscribe via… more
The mighty 20th episode. Lyle’s thinking about becoming a manager and Lopp has thoughts. It’s a job with infinite variables, strange feedback loops, and endless decisions. Also, it’ll take three years minimum to become competent. Enjoy it now or download for later. Here’s a handy feed or subscribe via Overcast or iTunes.
The starting gun fires and when the starting gun fires, you run. You’re a new manager, and while the sound of gun firing is startling, you run because this is finally your chance. You’ve been promoted to the role of manager, you want this gig, and this is your chance to shine, so you run.… more
You know this meeting. It’s the meeting where, when anyone hears the attendee list, they instantly know, “Oh, it’s that meeting.” Something is up: a product is at risk, a strategy is being redefined, or a decision of magnitude is being considered. Slide reviews are conducted via email, rehearsals are performed, and demos are fine-tuned.… more
There’s a very short list of new manager “must do’s” in the Rands Management Rule Book. The brevity of this list comes from the fact that a must is an absolute and when it comes to people, there are very few absolutes. A clever way to manage one person is a disaster when applied to… more
