Home > Work > Managing Humans: Biting and Humorous Tales of a Software Engineering Manager
81 " When you and Richard walk into Stan’s office, the conversation now becomes a meeting, and the core difference between a conversation and a meeting is that it needs rules so people know when to talk. "
― Michael Lopp , Managing Humans: Biting and Humorous Tales of a Software Engineering Manager
82 " A Disaster is the end result of poor management. When your employee believes totally losing their shit is a productive strategy, it’s because they believe it’s the only option left for making anything change. "
83 " growing rapidly teaches you one thing well: how communication continually finds new and interesting ways to break down. The "
84 " My belief is that my experiences drive my sometimes subconscious instincts, and this is why I’ve come to trust the Twinge. "
85 " Your job interview isn’t over until you’ve changed to become part of a new team. "
86 " The sensation of the Fall is disproportionate to the size of the lesson. You experience not just the sense of failure, but also the colossal irrational disappointment that you are no longer an expert at this task with which you have no previous experience—which is goofy. Here’s the kicker—you now have just enough experience to understand the actual work involved in becoming proficient at a task you previously thought you could magically improvise. "
87 " See, the sales folks sold something that your company does not make. You’re here to explain how much it would cost to build this thing that you’ve never built before but that’s already been sold. Been here? Thought so. "
88 " A productive one-on-one is one where we talk strategically about how we do stuff, but more importantly, how we might do this stuff better. "
89 " A résumé is not a statement of facts. It’s a declaration of intent. "
90 " Interviewing is a team sport and failing to get everyone’s perspective regarding a candidate is not only a lost opportunity in terms of gathering some random piece of perspective, but it also sends an implied message to the team when Dave gets excused. "
91 " My advice is that you take action so that you stay in touch with how your team builds stuff. You can do this as a director or a VP. "
92 " Phillippe Kahn, the founder of Borland, told a great story about statistics that I think equally applies to charts and graphs. The story is, “Did you know it’s a statistical fact that people with larger feet tend to be better spellers? [Insert awe.] It’s because people with bigger feet are older. "
93 " Schedule one-on-ones with direct reports, keep them on the same day and time, and never cancel them. "
94 " A software metaphor is more like a searchlight than a road map. It doesn’t tell you where to find the answer; it tells you how to look for it. "
95 " There are unique spheres of language that exist in each part of the corporate organizational chart. Inside of each sphere is the language that is unique to the job. Engineers have one, marketing has another, and sales has yet another. In each of these groups, there are the managers who must speak their native language, as well as be able to translate between spheres in order to get the job done. I believe this is a legitimate reason for managementese. It’s the cross-functional language of the company. "
96 " One of your goals for an off-site is to create grounds where people feel comfortable speaking heresy. If whatever problem sitting in front of you could have been solved via the day-to-day, it would have been solved. Drastic measures call for creative thinking, and now that you’ve gathered these bright people together, you want them to feel comfortable saying whatever compelling ideas cross their minds. Speaking heresy is easier when you aren’t surrounded by visual reminders of obvious constraints. "
97 " Management is a total career restart "
98 " Real work is visible action managers take to support their particular vision for their organization. The question you need to answer for your manager is simple: does he do what he says he’s going to do? Does he make something happen? "
99 " Organizations of people are constantly shifting around. They are incredibly messy. In this mess, judgments of you and your work will be constructed in moments—in the ten-second conversations you have in the hallway, and in the way you choose to describe who you are. "
100 " A useful meeting is not a speech; it’s a debate. If I’m up there flapping my lips and you disagree or don’t understand, I don’t want you to nod, I want you to yell at me. "