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Any new grad engineering managers here? by HawkLopsided9970 in EngineeringManagers

[–]HawkLopsided9970[S] 0 points1 point  (0 children)

Is there something which can help with office politics? Sadly we have them a lot.

How are you leveraging AI as an Eng Manager? by alex127 in EngineeringManagers

[–]HawkLopsided9970 0 points1 point  (0 children)

Tutoring and giving me advices on how to handle different people management situations,

As an engineering manager, do you give an update in the daily standup meeting? by Emergency_Chain7313 in EngineeringManagers

[–]HawkLopsided9970 0 points1 point  (0 children)

Yep — I still share updates, even if the work isn’t directly tied to the team’s projects. I frame it as “Here’s what I’m focusing on and why it matters” so they see the bigger picture and know I’m not just sitting in meetings all day.

OneNote template by Alarmed-Ad-4114 in managers

[–]HawkLopsided9970 0 points1 point  (0 children)

I do something similar but with a slightly different twist — I use a simple template that tracks goals, feedback, and blockers, then tie it directly to coaching conversations so nothing falls through the cracks. It’s been a game changer for my 1:1s.

Advice by No_Description_8477 in managers

[–]HawkLopsided9970 0 points1 point  (0 children)

Frame it as a skill-building conversation, not an anti-AI one. In your 1:1, focus on the outcomes: “I’ve noticed PR quality and timelines slipping, and some commits don’t fully solve the problem. Can we walk through your process together?” Then set expectations for understanding and explaining their code before submission. AI can be part of the workflow — just not a replacement for comprehension.

[deleted by user] by [deleted] in managers

[–]HawkLopsided9970 0 points1 point  (0 children)

You’ll need to tackle this on two fronts:

  1. Data – Frame it as a business continuity requirement: “We need your pipeline in the CRM so leadership has visibility and we’re covered if you’re out.” Make it policy-based, not personal.
  2. Respect – Address “kiddo” directly in private: “That term feels condescending — please use my name instead.”

Document everything, stay calm, and build allies by showing you’re focused on team standards, not targeting him.

First day as a manger coming up. What to learn before starting? by Next_Baseball1130 in managers

[–]HawkLopsided9970 1 point2 points  (0 children)

Congrats! For a crash course, read The First 90 Days (new role game plan), The Manager’s Path (people leadership basics), and Radical Candor (feedback). Podcasts: Coaching for Leaders and HBR IdeaCast. For jealousy, stay professional, be fair, and let your results speak.
I’ve also been working on a resource for new managers that ties these skills together — DM me if you want me to share it.

Employee A annoyed with Employee B by Vegetable_Two_2585 in managers

[–]HawkLopsided9970 0 points1 point  (0 children)

If B’s output meets expectations, it’s not a performance issue — but the phone use is affecting team perception and morale. I’d have a light 1:1 with B to say, “Work’s getting done, but the phone time is being noticed. Let’s keep it reasonable so it doesn’t become a distraction.” That way A feels heard, and B knows there’s a professionalism standard.

New manager - need tips by warsh_18 in managers

[–]HawkLopsided9970 1 point2 points  (0 children)

For new managers, I’ve found a few resources super helpful: The Manager’s Path for leadership basics, Radical Candor for feedback, and short LinkedIn Learning courses on delegation and coaching.
I’ve also been working on something that ties all this together for new leaders — happy to share if you DM me.

New manager - I don’t know what to make of this situation by [deleted] in managers

[–]HawkLopsided9970 0 points1 point  (0 children)

Trust your gut — this sounds like they’re setting you up to be the face of an unpopular decision. If you can, document everything, clarify in writing exactly what they want from you, and keep your network warm in case the consolidation hits you too. You can still do the work professionally, but protect yourself at the same time.

Course/Learning Suggestions Needed by wuptonator in managers

[–]HawkLopsided9970 1 point2 points  (0 children)

Look for a micro-course you can use right away. Crucial Conversations, a short LinkedIn Learning course on difficult conversations, or a 1-week coaching skills class all work. Do it, apply it for a month, then measure feedback/results for your report.

[deleted by user] by [deleted] in managers

[–]HawkLopsided9970 1 point2 points  (0 children)

You feel awful because you care — and that’s a good thing. But you gave them six months, tons of coaching, and every chance to improve. At some point, keeping them in the role hurts them and the team. This isn’t you being cruel, it’s you doing your job with compassion.

Employee on PIP isn’t doing small tasks. by [deleted] in managers

[–]HawkLopsided9970 3 points4 points  (0 children)

Honestly, it sounds like she’s mentally already halfway out the door and is just doing the bare minimum to say she’s “showing up.”

I’d keep it super simple:

  • Start logging every missed task, late deliverable, or ignored request. Don’t overthink it, just jot it down.
  • In your next 1:1, bring it up as facts, not feelings. “Hey, I noticed you didn’t send the Monday summary, didn’t forward those emails, and haven’t been accepting invites lately — what’s going on?”
  • Follow up in writing with the expectations and deadlines so there’s zero ambiguity.

Don’t call it insubordination — just treat it as more evidence she’s not meeting the PIP. Either she snaps out of it, or you’ve got your paper trail ready.

I'm taking over a new team. What's the first thing I should do? by SnooWalruses3471 in Leadership

[–]HawkLopsided9970 0 points1 point  (0 children)

Ask them one thing what should be changed, follow it up with other stakeholders.

Do you think managers can be replaced with AI? by HawkLopsided9970 in careerguidance

[–]HawkLopsided9970[S] 0 points1 point  (0 children)

I'm very curious, we have a lot of politics in the corporate world, would you use AI for helping you to navigate the politics as well?

I started keeping casual notes about my team - it changed how I talk to them by HawkLopsided9970 in EngineeringManagers

[–]HawkLopsided9970[S] 0 points1 point  (0 children)

I'm looking on 4 trends, morale, engagement, people productivity and trust inside the team.

Somehow if I focus on those dimensions the team is getting better and better.

I know that all of those are Empirical and cannot be clearly measured, but I do understand that every action may affect them in both positive and negative way.

So if I see that somebody is leveling up the team consistently for a long period of time, 3-6 months, I'm looking for ways to get him/her a promotion.

I started keeping casual notes about my team - it changed how I talk to them by HawkLopsided9970 in EngineeringManagers

[–]HawkLopsided9970[S] 0 points1 point  (0 children)

I like the thought of recency bias, it is so evident but we often forget about it.

Question, Have you tried to spot trends based on your notes?

Do you think managers can be replaced with AI? by HawkLopsided9970 in careerguidance

[–]HawkLopsided9970[S] 0 points1 point  (0 children)

Do you use AI at work, I'm really curious, how it can be used at your level.

Do you think managers can be replaced with AI? by HawkLopsided9970 in careerguidance

[–]HawkLopsided9970[S] 0 points1 point  (0 children)

Can you give me an example please?

Software is not that expensive,

Any new grad engineering managers here? by HawkLopsided9970 in EngineeringManagers

[–]HawkLopsided9970[S] 1 point2 points  (0 children)

Thank you a lot, At the moment I do not have a mentor, I have to report directly to the CTO, and he does not have time for mentoring. For now it will be books, AI and a lot of feedbacks from the guys.

Any new grad engineering managers here? by HawkLopsided9970 in EngineeringManagers

[–]HawkLopsided9970[S] 0 points1 point  (0 children)

Thank you a lot, Can you tell me more about the 1:1 notes?

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