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    Essential Management Skills For Software Engineering Manager 2023

    Posted By: ELK1nG
    Essential Management Skills For Software Engineering Manager 2023

    Essential Management Skills For Software Engineering Manager
    Published 4/2023
    MP4 | Video: h264, 1280x720 | Audio: AAC, 44.1 KHz
    Language: English | Size: 8.74 GB | Duration: 10h 33m

    Practical Advice and Tools to Successfully Lead Developers, Knowledge Workers and Engineer Teams

    What you'll learn

    Step by Step Approach For Becoming Effective Software Engineering Manager

    Hands-on Practical Management Advice For Engineering Managers

    How to be a the leader your development team needs

    Getting to grips with your new role and working out who your team are, what they do, and how they relate to the rest of the organization.

    Working with Individuals, necessary tools and processes to be a success in your day-to-day role, focusing on how you can make those interactions fruitful.

    Steps for effective One-to-Ones which are essentials bedrock of your relationship with your staff

    Tools and techniques to lead developer, engineers and other knowledge worker teams

    Learn about stress, workplace politics, your own mental health, departmental best practice, career development, diversity, and inclusion

    Opportunities and Challenges Working at startups

    Measure your output in a way that helps you make priority decisions about how best to spend your time

    How to Measure Your Output as a Manager? (Andrew Grove)

    How to Categorize Your Activities to Feel Productive? (Andrew Grove)

    Managing Your Energy and Power of Full Engagement

    How to Give Feedback and The Concept of Radical Candor (Kim Scott)

    Framework of Delegation and How to Avoid Two Extremes

    Defining Relationship With Your Own Manager & The Power of Summaries

    How To Best Prepare For One-to-Ones & How to do your first one-to-ones by using an exercise called contracting

    Motivation people & Learning theory

    The Cathedral and the Bazaar Models (Cathedral Constructors & Bazaar Browsers)

    The Zone of Proximal Development

    Effective Performance Reviews

    Hiring Process & Style, Tone, and Gender-Neutrality in Job Description

    How to know when people should go with your blessing, How to fight for staff to stay and How to make people leave?

    How to Win Friends and Influence People

    How to give back to others through mentoring and coaching?

    Forming Coaching Relationships (Popular GROW Model)

    How to use Concepts of Wobble, The Whip and The Carrot and Mount Stupid while working with people?

    Two incredibly fun concepts in psychology that will affect people’s opinions and your ability to make decisions: The Dunning-Kruger Effect & Impostor Syndrome

    Stressful Times during managing projects (The Eye of Sauron & How to avoid being under the gaze?)

    How to use Scope, Resources, and Time as levers to manage stressful times?

    Victims of Your Own Success and Brook’s Law

    How to increase Productivity per Head as Manager?

    Categorization of Features (MoSCoW Prioritization)

    Role of Manger in Managing Information as Gatekeeper (The Hippocratic Oath and The Golden Rule)

    Delivering Bad News as Manager

    Workplace Politics (Do's and Don'ts) & Building Consensus

    Why its OK to Let It Go Sometimes? What can we learn from Stoicism ?

    The Concept Of Mindfulness

    How you can cross team boundaries to unite people of similar skill sets?

    How encouraging a culture of technical talks can unite your team and your department?

    Breaking Silos with Guilds

    Team Lightning Talks and Department Talks

    Architecture Decision Record (ADR), Squad Health Check model & Directly Responsible Individual (DRI) Concepts

    How to define the role of Individual Contributor (IC) and Manager and what some examples of career progression look like

    Empowering Innovation with the Two-Pizza Team - Amazon’s Approach

    Career Progression Troubleshooting

    The role of Diversity and inclusion, Flexible and remote working, Work-life balance and Culture in The Modern Workplace

    Requirements

    No experience required

    Description

    Welcome to the essential course for all Software Engineering Managers! Are you managing knowledge workers, engineers, or developer teams? If so, this course is for you. The technology industry is facing a skills crisis, and this course is designed to help address it by providing you with hands-on, practical management advice. No fluff, no bravado, no cheesy anecdotes, just actual skills to do the job.In this 10+ hour course, broken down into three sections and 17 chapters, you will learn how to be a world-class manager. Part 1, Getting Oriented, will help you get to grips with your new role and team. Part 2, Working with Individuals, will teach you the necessary tools and processes to succeed in your day-to-day role. Part 3, The Bigger Picture, will give you the skills to handle tricky scenarios, manage information, create career progression tracks, and foster inclusivity and diversity in the workplace.At the conclusion of this course, you will have gained valuable knowledge and skills that will be instrumental in achieving your long-term career goals. Thank you for joining me on this journey. Please feel free to reach out to me with any questions or feedback. All the best in your future endeavors!

    Overview

    Section 1: 0.0 Introduction

    Lecture 1 0.1 Introduction

    Lecture 2 0.2 Management and Leadership

    Lecture 3 0.3 Your Career Journey

    Lecture 4 0.4 The Outline of This Course

    Section 2: 1.0 Getting Oriented

    Lecture 5 1.1 Getting Oriented & Starting New Job as Manager Introduction

    Lecture 6 1.2 First Week as Manager

    Lecture 7 1.3 Impostor Syndrome

    Lecture 8 1.4 Creating a Snapshot

    Lecture 9 1.5 Introduce Yourself to Your Team

    Lecture 10 1.6 Book a Weekly One-to-One Meeting with Everyone in Your Team

    Lecture 11 1.7 Concept of Flow for Creative Engineers

    Lecture 12 1.8 Have an Introductory Meeting with Your Manager

    Lecture 13 1.9 Create Your Snapshot as Manager

    Lecture 14 1.10 Making an Action List as Manager

    Lecture 15 1.11 Summary of Getting Oriented

    Section 3: 2.0 Manage Yourself First

    Lecture 16 2.1 Introduction & Steps to Manage Your Self First

    Lecture 17 2.2 Let’s Get Organized as Manager!

    Lecture 18 2.3 Manager's Tool 1: Calendar

    Lecture 19 2.4 Manager's Tool 2: To-Do List

    Lecture 20 2.5 Manager's Tool 3: Email

    Lecture 21 2.6 Manager's Tool 4: Place to Capture Information & ToolKit Summary

    Lecture 22 2.7 How Manager Can Categorize Activities to Feel Productive by Andrew Grove

    Lecture 23 2.8 Information Gathering

    Lecture 24 2.9 Decision Making

    Lecture 25 2.10 Nudging

    Lecture 26 2.11 Being a Role Model

    Lecture 27 2.12 An Example Day Categorizing Your Activities

    Lecture 28 2.13 How to Measure Your Output as a Manager

    Lecture 29 2.14 Summary .. Manage Yourself First

    Section 4: 3.0 Working with Individuals

    Lecture 30 3.1 Interfacing with Humans as Manager Introduction

    Lecture 31 3.2 How to Communicate Well

    Lecture 32 3.3 The Three Mediums of Communication

    Lecture 33 3.4 Choosing the Right Medium

    Lecture 34 3.5 Managing Your Energy as Manager

    Lecture 35 3.6 Your Actions and Words You Use as Manager Matters (Measure Twice, Cut Once)

    Lecture 36 3.7 It’s Not About You & Make Your Conversations Two-Way

    Lecture 37 3.8 Respect the Preferences of Others & Suitability Trumps Efficiency

    Lecture 38 3.9 Be Consistent as Manager

    Lecture 39 3.10 Best Approach to Give Feedback .. Radical Candor Concept by Kim Scott

    Lecture 40 3.11 Traits to Avoid as Manager While Giving Feedback

    Lecture 41 3.12 Lets Summarize Communication as Manager

    Lecture 42 3.13 Delegation and The Two Extremes

    Lecture 43 3.14 Do Not Delegate Accountability as Manager

    Lecture 44 3.15 The Scale of Delegation

    Lecture 45 3.16 Do’s and Don’ts of Delegation

    Lecture 46 3.17 Pull, Don’t Push While Working with Your Manager

    Lecture 47 3.18 Talk About Performance While Working with Your Manager

    Lecture 48 3.19 Help Your Manager Lifting the Lid on Their World

    Lecture 49 3.20 Use The Power of Summaries While Working with Your Manager

    Lecture 50 3.21 Summary: Working with Individuals!

    Section 5: 4.0 One-to-Ones

    Lecture 51 4.1 An Introduction and Learning Objectives : One-to-Ones

    Lecture 52 4.2 Perform One-on-Ones on Regular Basis

    Lecture 53 4.3 Using Leverage

    Lecture 54 4.4 How to Prepare for One-to-Ones as Manager

    Lecture 55 4.5 Contracting Exercise For Your First One-to-Ones

    Lecture 56 4.6 Questions for Contracting Exercise

    Lecture 57 4.7 Some Examples of Contracting

    Lecture 58 4.8 Contracting Summary

    Lecture 59 4.9 What to Talk About and How to Do It

    Lecture 60 4.10 Make Your Updates Interesting (No Boring)

    Lecture 61 4.11 Pulling the Andon Cord (Toyota Kata By Mike Rother)

    Lecture 62 4.12 Ideas for Topics of Conversation For Regular One-to-Ones

    Lecture 63 4.13 How to Take Notes and Assign Actions

    Lecture 64 4.14 Note That Manager is Not a Therapist

    Lecture 65 4.15 One-to-One Summary

    Section 6: 5.0 The Right Job for the Person

    Lecture 66 5.1 Getting the Right Job for the Person Introduction

    Lecture 67 5.2 What Motivates People?

    Lecture 68 5.3 The Hierarchy of Needs & The Role of work

    Lecture 69 5.4 The Path to Self-Actualization

    Lecture 70 5.5 The Zone of Proximal Development

    Lecture 71 5.6 Career Level Proximal Development

    Lecture 72 5.7 The Zone of Proximal Development Benefits

    Lecture 73 5.8 The Cathedral and the Bazaar Model By Eric Raymond

    Lecture 74 5.9 Cathedral Constructors

    Lecture 75 5.10 Bazaar Browsers

    Lecture 76 5.11 Having the Conversation and Summary of Right Job For the Person

    Section 7: 6.0 Effective Performance Review Process

    Lecture 77 6.1 Performance Reviews Introduction

    Lecture 78 6.2 Performance Review Myth Busting

    Lecture 79 6.3 How to Prepare for Performance Reviews

    Lecture 80 6.4 Getting Peer Feedback

    Lecture 81 6.5 The Written Review Form For Performance Reviews

    Lecture 82 6.6 Staff’s Questions to Answer in Performance Review Process

    Lecture 83 6.7 What to Do on the Day of Performance Review

    Lecture 84 6.8 How to Handle Money Matters in Performance Reviews

    Lecture 85 6.9 Performance Review Summary

    Section 8: 7.0 Hiring Process

    Lecture 86 7.1 Hiring Process Introduction

    Lecture 87 7.2 Picking Who to Hire

    Lecture 88 7.3 Considering Culture Fit In Hiring

    Lecture 89 7.4 Note on Hiring Friends

    Lecture 90 7.5 Preparing Job Description as Manager

    Lecture 91 7.6 Style, Tone, and Gender-Neutrality in Job Description

    Lecture 92 7.7 Setting Up an Interview Process

    Lecture 93 7.8 Reviewing Applications

    Lecture 94 7.9 Performing Screening Calls

    Lecture 95 7.10 Conducting The First Interview

    Lecture 96 7.11 How Can You Be A Great Interviewer?

    Lecture 97 7.12 Some Do’s and Don’ts For Technical Exercises In Interviews

    Lecture 98 7.13 Optional Technical Exercise In Interview Process

    Lecture 99 7.14 The Final Interview

    Lecture 100 7.15 Making the Offer

    Lecture 101 7.16 Hiring Process Summary

    Section 9: 8.0 The Process Of Letting People Go

    Lecture 102 8.1 The Process Of Letting People Go … Introduction

    Lecture 103 8.2 People Leaving Is Normal At Organizations

    Lecture 104 8.3 Good Reasons for Leaving

    Lecture 105 8.4 Bad Reasons for Leaving

    Lecture 106 8.5 How Can We Prevent From Leaving?

    Lecture 107 8.6 Fighting the Good Fight

    Lecture 108 8.7 Making Staff Leave

    Lecture 109 8.8 Performance Improvement Plan (PIP)

    Lecture 110 8.9 Preparing the PIP

    Lecture 111 8.10 Creating the PIP

    Lecture 112 8.11 Delivering and Implementing the PIP

    Lecture 113 8.12 Layoffs

    Lecture 114 8.13 Some Tips for Layoffs

    Lecture 115 8.14 Letting People Go Summary

    Section 10: 9.0 How to Win Friends and Influence People

    Lecture 116 9.1 How to Win Friends and Influence People Introduction

    Lecture 117 9.2 Going Beyond Your Team

    Lecture 118 9.3 Building Your Network

    Lecture 119 9.4 Who Could Be In Your Network?

    Lecture 120 9.5 Making Introductions

    Lecture 121 9.6 Checking In Regularly

    Lecture 122 9.7 Giving Back To Increase Influence and Expand Your Network

    Lecture 123 9.8 Mentoring

    Lecture 124 9.9 Topics for Mentoring

    Lecture 125 9.10 Benefits of Mentoring to Mentor

    Lecture 126 9.11 Finding People to Mentor

    Lecture 127 9.12 Creating a Mentorship Matrix and Agreement

    Lecture 128 9.13 Coaching

    Lecture 129 9.14 Modes of Conversation

    Lecture 130 9.15 GROW Coaching Model

    Lecture 131 09 How to Win Friends and Influence People.. Summary

    Section 11: 10.0 Challenges Of Managing People

    Lecture 132 10.1 Managing People Introduction

    Lecture 133 10.2 Scrutiny and Judgment

    Lecture 134 10.3 When Your Team Scrutinizes You

    Lecture 135 10.4 When You Scrutinize Your Manager

    Lecture 136 10.5 Wobble Effect

    Lecture 137 10.6 Listening and Observing

    Lecture 138 10.7 Digesting Information

    Lecture 139 10.8 Communicating Information

    Lecture 140 10.9 Peer Support

    Lecture 141 10.10 The Whip and the Carrot

    Lecture 142 10.11 The Whip

    Lecture 143 10.12 The Carrot

    Lecture 144 10.13 Autonomy, Mastery, and Purpose Model

    Lecture 145 10.14 Mount Stupid

    Lecture 146 10.15 Dunning-Kruger Effect

    Lecture 147 10.16 Impostor Syndrome Challenges

    Lecture 148 10.17 Dealing with the Dunning-Kruger Effect

    Lecture 149 10.18 Dealing with Impostor Syndrome

    Lecture 150 10.19 Managing People Summary

    Section 12: 11.0 Challenges Of Managing Projects

    Lecture 151 11.1 Managing Projects Introduction

    Lecture 152 11.2 The Eye of Sauron

    Lecture 153 11.3 Warning Signs

    Lecture 154 11.4 Under the Gaze

    Lecture 155 11.5 When the Gaze Is Averted

    Lecture 156 11.6 Victims of Your Own Success and Brook’s Law

    Lecture 157 11.7 It’s All About Productivity

    Lecture 158 11.8 Communication Channels & Process Overhead

    Lecture 159 11.9 Increase Productivity Per Head

    Lecture 160 11.10 Scope, Resources, and Time effect on Productivity

    Lecture 161 11.11 Manage Scope to Increase Productivity

    Lecture 162 11.12 MoSCoW Prioritization Model and Encourage Stretch Goals

    Lecture 163 11.13 Manage Resources to Increase Productivity

    Lecture 164 11.14 Manage Time to Increase Productivity

    Lecture 165 11.15 Make Your Levers Transparent

    Lecture 166 11.16 Summary.. Challenges Of Managing Projects

    Section 13: 12.0 Managing Information As A Manager

    Lecture 167 12.1 An Introduction To Managing Information As Manager

    Lecture 168 12.2 Acting as Spies to Collect Information

    Lecture 169 12.3 Managing Information as Gatekeeper

    Lecture 170 12.4 The Hippocratic Oath and The Golden Rule

    Lecture 171 12.5 How to Share Just Enough Information

    Lecture 172 12.6 "There are unknown unknowns" - Famous Speech By Donald Rumsfeld

    Lecture 173 12.7 Delivering Bad News

    Lecture 174 12.8 Trends Toward Transparency

    Lecture 175 12.9 Consistently Just Enough

    Lecture 176 12.10 Being Consistent

    Lecture 177 12.11 The Meaning of Just Enough

    Lecture 178 12.12 Leave Nobody Behind

    Lecture 179 12.13 Workplace Politics & How do they arise

    Lecture 180 12.14 Using Workplace Politics In Positive Way

    Lecture 181 12.15 Ways To Avoid Using Workplace Politics

    Lecture 182 12.16 Managing Information as Manager .. Summary

    Section 14: Letting Go For Success

    Lecture 183 13.1 Letting Go For Success Introduction

    Lecture 184 13.2 Let Go Of Tasks

    Lecture 185 13.3 Take it Easy Based on Stoicism and Zen Buddhism

    Lecture 186 13.4 The Dichotomy & Trichotomy of Control

    Lecture 187 13.5 How Do They Keep Internal Tranquility

    Lecture 188 13.6 Let Go of Outcomes That You Cannot Control

    Lecture 189 13.7 Escaping the False Productivity Trap

    Lecture 190 13.8 L-Mode and R-Mode Thinking

    Lecture 191 13.9 Enabling Your R-mode

    Lecture 192 13.10 Using Your Capacity Wisely

    Lecture 193 13.11 Let Go Of Compulsive Checking

    Lecture 194 13.12 Letting Go Of Work To Avoid Burn-Out

    Lecture 195 13.13 The Importance of Sleep

    Lecture 196 13.14 Moving Your Body

    Lecture 197 13.15 The Only Moment That Matters Is Now

    Lecture 198 13.16 The Concept Of Mindfulness

    Lecture 199 13.17 Letting Go For Success…Summary

    Section 15: 14 Good Housekeeping

    Lecture 200 14.1 Good Housekeeping.. Introduction

    Lecture 201 14.2 Conway's Law & Communication Dictates Software Design

    Lecture 202 14.3 Breaking Silos with Guilds

    Lecture 203 14.4 Example Guild Implementation at Spotify

    Lecture 204 14.5 Things You Can Do To Start a Guild

    Lecture 205 14.6 Team Lightning Talks

    Lecture 206 14.7 Department Talks

    Lecture 207 14.8 Turning Problems into Learning Opportunities & Five Whys

    Lecture 208 14.9 Tools to Solve Common Problems

    Lecture 209 14.10 Architecture Decision Record (ADR)

    Lecture 210 14.11 Squad Health Check model

    Lecture 211 14.12 14 Directly Responsible Individual (DRI) at Apple Inc

    Lecture 212 14.13 Good House Keeping Summary

    Section 16: 15.0 Career Tracks

    Lecture 213 15.1 Career Tracks Introduction

    Lecture 214 15.2 Individual Contributor (IC) Track

    Lecture 215 15.3 IC's Role and Its Impact

    Lecture 216 15.4 Amazon's Two Pizza Team Approach and Ringelmann Effect

    Lecture 217 15.5 Amazon's Two Pizza Team and Six Page Memo

    Lecture 218 15.6 Management Track

    Lecture 219 15.7 Creating a Progression Framework

    Lecture 220 15.8 Creating a Progression Framework for IC's

    Lecture 221 15.9 Benefits of Career Progression Framework

    Lecture 222 15.10 Creating a Progression Framework (Management Track)

    Lecture 223 15.11 Career Progression Troubleshooting

    Lecture 224 15.12 Isn’t a Manager on Both Tracks?

    Lecture 225 15.13 What If I Don’t Like Management After I Try It?

    Lecture 226 15.14 The Peter Principle and The Dilbert Principle

    Lecture 227 15.15 Isn’t Progression Subjective?

    Lecture 228 15.16 What If There Are Big Variations Between Skill Sets?

    Lecture 229 15.17 How Do Career Tracks Decide Compensation?

    Lecture 230 15.18 This Doesn’t Work for My Company!

    Lecture 231 15.19 Career Tracks.. Summary

    Section 17: 16.0 Role Of Manager In The Modern Workplace

    Lecture 232 16.1 The Modern Workplace Introduction

    Lecture 233 16.2 Diversity and Inclusion

    Lecture 234 16.3 Increase Pipeline to Increase Diversity and Inclusion

    Lecture 235 16.4 Cultural Issues Effect on Diversity and Inclusion

    Lecture 236 16.5 What You Can Do As Manager to Increase Diversity and Inclusion

    Lecture 237 16.6 Positive Discrimination vs Positive Action

    Lecture 238 16.7 How the Coronavirus Outbreak Has Changed the Way We Work

    Lecture 239 16.8 The Shift Toward Remote Working

    Lecture 240 16.9 Fighting Organizational Inertia

    Lecture 241 16.10 Communication Practices for Distributed Teams

    Lecture 242 16.11 Trust Is Essential for Remote Working

    Lecture 243 16.12 Values and Goals as Guidance

    Lecture 244 16.13 Defining Team Values

    Lecture 245 16.14 Working Toward Goals

    Lecture 246 16.15 Face-to-Face Time

    Lecture 247 16.16 Video Calls Do’s and Don'ts

    Lecture 248 16.17 Physical Face-to-Face Time

    Lecture 249 16.18 Work-Life Balance

    Lecture 250 16.19 Protect Your Team

    Lecture 251 16.20 What You Do Is What You Are!

    Lecture 252 16.21 The Modern Work Place Summary

    Section 18: 17.0 Opportunities for Managers In Startup Companies

    Lecture 253 17.1 Startups Introduction

    Lecture 254 17.2 "Software Is Eating the World" Famous Quote By Marc Andreessen

    Lecture 255 17.3 Opportunities for Managers

    Lecture 256 17.4 Becoming Manager Number One

    Lecture 257 17.5 Manager Number One or VP Engineering Responsibilities

    Lecture 258 17.6 Relationship between the CTO and VP Engineering

    Lecture 259 17.7 Difficulties for Management Track In Startups

    Lecture 260 17.8 Advantages for Managers in Startups

    Lecture 261 17.9 Advice On How To Approach For Management Track in Startups

    Lecture 262 17.10 Why Start Up Experience is Highly Sought After

    Lecture 263 17.11 Startup Compensation and Equity

    Lecture 264 17.12 Why Management at Startups Is Critical

    Lecture 265 17.13 More Details On Startup Funding Stages (Additional and Optional Info)

    Lecture 266 17.14 Startups Summary

    Section 19: The Reference Books, Course Summary & Conclusion

    Lecture 267 The Reference Books

    Lecture 268 Course Summary & Conclusion

    People Leading Engineering Teams,Engineers planning to get into Engineering Management Role,People practicing engineering management for while,People leading developer teams , engineering teams and other knowledge worker teams