From an engineer to a manager, there are many ideas that need to be changed. If you encounter a bottleneck, maybe my experience can help you. Thank you.

Down management

  1. Don’t write repetitive application code, do new or lower-level code research.
  2. Focus on the product.
  3. Use the yes, but mode to answer requests from other departments, such as PM. Instead of thinking in an engineer’s way, he would first consider whether resources are sufficient and technical difficulty when meeting demands, and habitually say no.
  4. Be sure to satisfy those who satisfy you. Those who do not please you can choose to give up.
  5. Empower your team staff to see the strengths and weaknesses of each individual and minimize the weaknesses.
  6. Show more up, care more down, help more down, give credit to subordinates.
  7. If you can hire someone who is senior to you and is willing to work for you, it’s like upgrading yourself.
  8. In a fast-developing company, the most important thing to be a technical leader is recruitment, followed by personnel management and technical improvement.
  9. Be strict with subordinates, help him analyze his advantages and disadvantages seriously, and help him improve his advantages, avoid his disadvantages, let him do things that can play to his strengths.
  10. A very important key to managing a team is the structure of the people.
  11. Pay attention to the feelings of PM, QA, backend RD, make them feel good, you will feel good, the leader will always know your team from the side.
  12. Make a staff conversation every two weeks to understand the working status and demands, so that he can talk more and listen more.
  13. Keep the feedback of staff in normal time, do not hold grudges, do not deepen the misunderstanding.

Managing upward

  1. Have a conflict with the leader, before the rational analysis. To reflect.
    • Too quick to judge that your boss is trying to screw you when he’s trying to help you.
    • Don’t be a one-way control and hide your progress from your boss.
    • From their own point of view, look not comprehensive, must go to communicate with the leader, but before you stand in the boss’s point of view to figure out the details.
  2. Be careful when you talk to your boss.
    • Interests should be aligned.
    • Clarify what I mean, not what.
    • Respect, respect each other’s emotions. Action is separate from man.
    • Trust each other.
  3. Get to know your boss, what they care about, their personality and habits, whether they are readers or listeners.
  4. Let your boss know what you’re doing. (But not too detailed)
  5. Understand your irreplaceability and, when appropriate, ask for it.
  6. Honestly think about the company and the boss.

About management

  1. Make the people you work with comfortable and treat them with respect.
  2. Do the exchange of interests to achieve a win-win situation.

Be a technical leader

  1. Run with me.
  2. Develop employees.
  3. Give results to the team and make everyone succeed.
  4. Communication and collaboration, increase staff participation.
  5. Gain the trust of others and make them willing to share their problems.
  6. Tendentiousness, giving people certain answers.
  7. Think of your team as a company, what can you do to make your team self-sufficient and make more money.
  8. There are two ways to expand your team’s influence
    1. Find the pain point in my team’s work, solve it and promote it to other teams, or even build it into a product and deliver it to the society. (Such as performance monitoring platform)
    2. Identify the pain points of your partner or team, and develop technical tools to address them to provide efficiency. (e.g. UI cutmap renaming tool, Sprite Map Generator)
  9. When you become the leader of a team of more than 20 people, technology will become less important. It becomes more important to find people who know technology to make technological and business innovations.

self-improvement

  1. Do a little more than your supervisor gives you.
  2. Learn more about the business and code, whether you wrote it or not.
  3. Familiar with end-to-end architecture and business.
  4. Self-study more basic and fundamental knowledge.
  5. Do a better job of pointing out and fixing things that don’t make sense in the system and business. (Present yourself to your boss and increase your familiarity with the business and code.)
  6. Through reading systematic learning, through reading articles to find questions, find some methods.
  7. Will learn the real practice, their own simulation environment to write demo.
  8. Tell someone about it.

Engineer growth

Senior Engineer

  1. Do more, especially testing.
  2. Deliver a complete product.
  3. Someone else can inherit your code, don’t have a hole.
  4. Provide a scalable system.
  5. P6 can solve problems by itself.
  6. P6 can solve a complex problem independently.

Expert (team)

  1. specification
  2. Tree example, do what you do, do what he does. (Level by level learning, divide and conquer and recursion)
  3. The ability to break down complex problems into smaller ones.
  4. P7 can extend its technical influence to the entire Team.
  5. The P7 can solve complex problems in batches.

Requirements for all levels of competency in a large factory

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