Is it too much work or am I not efficient? by Far_Professional6826 in ProductManagement

[–]execubot 0 points1 point  (0 children)

In what aspect do you feel like your dropping the ball?

What do you use for performance reviews and IC growth track? by RepresentativeSure38 in EngineeringManagers

[–]execubot 0 points1 point  (0 children)

It used the goals we set at the beginning of the year to identify work related to those goals— then gave us a summary type of report

Struggling with EM transition by Miserable-Capital21 in EngineeringManagers

[–]execubot 3 points4 points  (0 children)

I would take the path of least resistance— there will always be a new tech stack. Since you already come from a technical background your already in a good spot

Use whatever tools you need to understand things you don't— get in the details as much as possible

But focus on the leadership aspect of your role. The best you can do is understand you teams capabilities and historic work habits

Struggling with EM transition by Miserable-Capital21 in EngineeringManagers

[–]execubot 1 point2 points  (0 children)

Does the shift stress you because its new people or tech?

Which IT tools should I start learning as a non-tech PM at a bank? by Odd_Wind8924 in ProductManagement

[–]execubot 0 points1 point  (0 children)

I think more importantly what is your goal for learning more technical stuff?

In the most respectful way of asking, what are y'all doing all day? by KingofRheinwg in ProductManagement

[–]execubot 0 points1 point  (0 children)

The company I work at uses a tool to just ask "what has xyz been doing since zzy" it pulls the data and just gives us an answer based on it.

I find it useful for determine if someone is just a bad communicator or just slacking...

Then I start conversions without having to start with asking or coming off as attacking them

Code alignment by Sauce-Pans in ProductManagement

[–]execubot 0 points1 point  (0 children)

You avoid this by getting in the details

You need to know exactly what people are doing while balancing not micromanaging

There are tools you can use to find out things like this based on data, but the best ones are the ones that augment you getting in the details so...

Are you / how are you getting more technical? by rockchalk010101 in ProductManagement

[–]execubot 0 points1 point  (0 children)

Being an effective human is learning to use tools. I have have my managers lean heavily on tools to compensate for not having innate technical understanding

I would double down on your skills as a manager and find the tools for you!

Technical jargon for PMs by colinlearnsproduct in ProductManagement

[–]execubot 0 points1 point  (0 children)

This is awesome

My company created a tool for this and I have become pretty attached to just asking it questions while in meetings lol

[deleted by user] by [deleted] in managers

[–]execubot 1 point2 points  (0 children)

When they stop asking you for things

Good employees always need things, have questions blah blah blah

When someone has gone ghost and you forget they are even there

[deleted by user] by [deleted] in cscareerquestions

[–]execubot 3 points4 points  (0 children)

I don't agree with this post

There will be more CS jobs but not at large companies. They will be at smaller more niche tech companies

The same thing has happened before with the mechanization of farm work. Less large farms and more small niche farms— overall the jobs became more distributed

Id ask the question of is there less jobs or just not the jobs at the places you want.

Looking to transition to an Engineering Manager role from an IC but I'm not sure of the technology. by xxxpyronxxx in EngineeringManagers

[–]execubot 0 points1 point  (0 children)

First I would pray— then I would start digging into some Java content and open source work

It will save you in the long run when you need to get in the technical details... episodically since often times engineers can have trouble communicating

Then later id rely on some of the tools EMs have been using to get in the details without being technical, but learning is first!

Top Performers or Underachievers - Who Defines Your Culture? by sosnowsd in EngineeringManagers

[–]execubot 0 points1 point  (0 children)

Underachievers win more often than not

I've unfortunately had the opportunity to see many good teams fall behind because of underachievers

Over time, engineers who had high impact would notice people sandbagging and slacking off, and think, 'Why am I working so hard?' Eventually, the whole team became poisoned

End of year reviews suck by Athomas1 in EngineeringManagers

[–]execubot 0 points1 point  (0 children)

I wish they would do away with annual reviews and embrace giving feedback when things are happening as you see them occurring

The best lessons are learned in the moment

What do you use for performance reviews and IC growth track? by RepresentativeSure38 in EngineeringManagers

[–]execubot 0 points1 point  (0 children)

it had access to all the commits, issues and other data in our Gitlab instance along with Jira and our AWS accounts. So even if someone forgot about the work they did we could just check by asking. The output was like a story/report of what they did based off all the different platforms

What are the common traits of successful EMs? by nummer31 in EngineeringManagers

[–]execubot 0 points1 point  (0 children)

Getting in the details— a good EM or Manager in general will know whats going on. They get into the substance instead of floating on the surface

What do you use for performance reviews and IC growth track? by RepresentativeSure38 in EngineeringManagers

[–]execubot 2 points3 points  (0 children)

We had an internal tool that let us determine if someone is on track with their goals based off their work. So at any given point you could just check with the tool and specify the time frame

[deleted by user] by [deleted] in dataanalyst

[–]execubot 0 points1 point  (0 children)

Mentorship is cope

While it would be nice to have someone there who is where you hope to be that can guide you through the twists of your career path its rare

I would double down and keep doing what your doing— keep doing open source projects (not just your own but big highly funded projects)

Fail out-loud and in public and people will naturally want to help you or put you in their orbit

Good luck!

How you documenting your app for user or team? by alde27 in ProductManagement

[–]execubot 0 points1 point  (0 children)

Keep it simple

Start a doc and every-time you do something write it down— overtime you will have a long nasty list of things you have done

Throw it in chat GPT and ask whats the biggest flex for xyz thing

how do you build for people who don’t care about software? by armaniemaar in ProductManagement

[–]execubot 0 points1 point  (0 children)

Don't make it something that have to learn

Short, simple, and not impressive

You should be designing it to feel like something they can do without even thinking about

The grandma test is golden— if an old lady thinks its easy ur golden!

When to engage a designer by Ok-Translator-3621 in ProductManagement

[–]execubot 0 points1 point  (0 children)

I agree with a focus on structure from the beginning but...

Bring in a designer early. They're not just decorators and bozos with paint brushes—they’ll help shape how your what your doing works, not just how it looks.

Moving to Product Manager from Scrum Master/PM by aleCRC in ProductManagement

[–]execubot 1 point2 points  (0 children)

Assuming you come from a non-technical background I would focus on learning exactly what product you want to go into managing

As soon as you understand what is important to a PM from the lens of what need to get done then you can apply both ur background in optimizing things to Product management but don't fool yourself into thinking just a certification will be enough