WEBVTT 00:00.640 --> 00:04.240 The next recommendation is the book by Camille Fournier, 00:04.320 --> 00:08.800 the Manager's Path. It is probably the most influential 00:09.300 --> 00:12.640 and the most well known book about software engineering manager. 00:12.960 --> 00:16.240 At some point of your career you will either read the short 00:16.740 --> 00:19.760 version of it or you read it fully maybe a few times. 00:20.560 --> 00:24.000 The idea is to show the all stages of career 00:24.500 --> 00:27.940 growth of the software engineering manager described with unique 00:28.440 --> 00:31.860 challenges and advices from experts on real examples. 00:32.740 --> 00:36.580 It is recommended to be read by the managers and 00:37.080 --> 00:39.540 it also a good fit for software developers. 00:40.900 --> 00:44.380 Why? Even if you are well read around managerial 00:44.880 --> 00:49.300 topics in books, this one could open some interesting perspectives around 00:49.800 --> 00:54.040 every level of management. Main Thoughts of the the 00:54.540 --> 00:58.400 whole book is decoupled by Main stages of developer growth started 00:58.480 --> 01:01.760 with mentoring other developers. As a developer, 01:02.240 --> 01:06.200 all of us were in the position in the earlier years when 01:06.700 --> 01:10.600 we were juniors to seek help. There are core pillars 01:11.100 --> 01:14.480 of being a good manager. You need to provide feedback proactively, 01:14.880 --> 01:18.560 have structured one on ones, listen carefully and 01:19.060 --> 01:23.060 set measurable goals. It is good to revise the growth 01:23.140 --> 01:25.940 plan of your mentee from time to time. 01:26.660 --> 01:30.060 The good structure for the catch up is having them at 01:30.560 --> 01:34.100 least bi weekly. Even though we might mentor other people, 01:34.260 --> 01:37.940 we are ourselves being managed at all stages 01:38.440 --> 01:42.140 of our career. Some of us might forget that manager 01:42.640 --> 01:45.460 is a human being and should be approached as such. 01:46.670 --> 01:50.310 Use your manager expertise to help you with your career 01:50.810 --> 01:53.790 growth, helping you setting up the growth plan together. 01:54.350 --> 01:58.950 Set up the goals and ask for feedback the 01:59.450 --> 02:03.390 next step when you becoming a Tech Lead Usually tech 02:03.890 --> 02:07.590 leads are still not managing people directly but already have a 02:08.090 --> 02:11.910 bigger responsibilities. They are responsible for technical excellence 02:12.410 --> 02:15.810 and delivery of the team. There are a few advices 02:16.310 --> 02:19.610 which will help you to become a good tech lead. Keep the 02:20.110 --> 02:23.330 balance of managing the deliverables and actual coding. 02:23.650 --> 02:26.210 Remove obstacles from your team's work, 02:26.610 --> 02:30.450 protect team focus time, explain your thoughts well, 02:30.850 --> 02:34.450 understand the whole architecture related to your team. 02:35.490 --> 02:39.170 Whenever we took time leading the technical projects, 02:39.620 --> 02:42.980 we might be ready for our next challenge. People Management 02:44.420 --> 02:47.980 if you want to become a good people manager, talk to your 02:48.480 --> 02:52.380 teammates regularly on one on ones. Provide clear processes 02:52.880 --> 02:56.180 within the team, praise publicly and criticize 02:56.680 --> 03:00.700 privately. Have 30 to 90 days development plan 03:01.200 --> 03:04.740 for the newcomers and try to delegate both simple and 03:05.240 --> 03:08.820 complex tasks to your developers to help and boost their growth. 03:09.980 --> 03:13.500 The next step is when you becoming managing managers. 03:14.140 --> 03:17.820 This is more a mid and long term strategy alignment, 03:18.060 --> 03:21.660 more resource in budget management, more hiring. 03:21.980 --> 03:25.420 But most of all you are becoming a manager of 03:25.920 --> 03:28.460 people who have under people asset direct reports. 03:29.900 --> 03:33.100 The advices on becoming a good manager of managers 03:33.260 --> 03:36.710 is do a Skip level meetings with whenever you 03:37.210 --> 03:40.910 meet the direct reports of your managers. Have a look on 03:41.410 --> 03:44.710 overall architecture and provide improvements if needed. 03:44.950 --> 03:49.030 Be an advisor to your teams. Provide clear process 03:49.110 --> 03:53.430 structure which could be applied on the multi teams multi departments 03:53.930 --> 03:57.670 level. Last but not least the book 03:58.170 --> 04:02.630 is explaining how to become a CTO or Vice President of Engineering. 04:03.630 --> 04:07.470 If you are participating in every aspect of company life 04:07.710 --> 04:11.230 be it company values, culture, career framework, 04:11.470 --> 04:15.230 technical or organizational roadmaps, probably your 04:15.310 --> 04:18.590 vp. Your deliverables are in the vast 04:19.090 --> 04:22.910 majority long term with a span of years or even decades. 04:23.790 --> 04:26.830 Nevertheless there are also core pillars 04:26.910 --> 04:30.030 of becoming a good VP or cto. 04:30.670 --> 04:33.630 Bootstrap a technical culture for your teams. 04:33.950 --> 04:38.510 Provide long term provide long term vision and roadmapping 04:38.670 --> 04:42.990 create hiring policies and guidelines. In conclusion, 04:43.230 --> 04:47.590 whatever position you currently obtain it is good to understand and 04:48.090 --> 04:52.190 plan your next steps accordingly. Be ready for challenges ahead and 04:52.690 --> 04:55.790 learn as you grow to become a worthy leader for your company.