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今日推荐开源项目:《牧羊人 shepherd》
今日推荐英文原文:《What I learned from my first 3 years of leading an R&D group》
开源日报第711期:《牧羊人 shepherd》
今日推荐开源项目:《牧羊人 shepherd》传送门:GitHub链接
推荐理由:对于一个网站来说,一个指南可以让用户更好的了解网站信息。这个项目正是一个可以让你引导用户的指南库,它支持纯 JS 以及流行框架 React,Vue 等等,便于与各种已有项目结合使用,提高用户使用体验。
今日推荐英文原文:《What I learned from my first 3 years of leading an R&D group》作者:
原文链接:https://medium.com/@bendanon/what-i-learned-from-my-first-3-years-of-leading-an-r-d-group-416f7971ec5f
推荐理由:作者在工作中的经验分享

What I learned from my first 3 years of leading an R&D group

Its been almost three years since I started my role as an R&D group leader in the Israel Defense Forces (IDF). My group counts 6 teams, averaging around 5 software developers each. In this post I will summarize my retrospect and learning with the hope of giving other managers some pointers to things that were most helpful to me.

1. Trust over Authority

First and foremost, establish trust. when your people trust you and believe everything you do is with their best interest in mind, they will reciprocate by keeping you and your goals in mind when making every day decisions. They will forgive your mistakes and do their best to make your life easier. This is invaluable.
  • Have regular One-on-Ones: Weekly 30 minutes meetings with your directs are the single most important thing you can do as a manager and they are the basis for trust. They provide the platform for a deep personal connection (dare I say friendship), giving mutual feedback, talking about growth, fears, stress and anything that comes up during or outside work. If I had only 3 hours of work next week, I would invest them in 1–1’s with my team leaders.

  • Be open about your mistakes: Try and insert your mistakes into conversations. Get used to talking about your shortcomings. Give people the space to learn and the confidence to try new things and make commitments by showing that its okay to make mistakes and be honest about them.

  • Be around and available: Managers are always busy people, but you shouldn’t be too busy to approach. Keep an open and updated calendar, make sure your people know when is the next time they can catch you for a chat, and make sure its within the next day or two. Try to physically present as much as possible, without hovering. Respect your schedule and the schedule of your people, even if it means cutting meetings short.

2. Create a platform for your people to thrive

The purpose of your management role is for your business unit to bring maximum value to your organization. The most efficient way to do that is to have your people thriving in their roles. Therefore, you should invest your time in creating a platform for them to thrive by mentoring / coaching, providing positive and constructive feedback, forming healthy teams and work environment, providing resources and learning opportunities, extending challenges, clarifying what success looks like and pointing to the right direction, celebrating success, aligning personal and business goals, hiring and promoting according to company values.

3. Make your goals clear

It is far from straightforward to form coherent goals and priorities, let alone to communicate them to your people. Keep in mind that if a goal is incoherent to you, it comes across as confusing at best. Even if it’s coherent to you, people won’t internalize it the first time you present it. You should make it a priority to set your goals and priorities straight, using your people, your peers, external resources, mentors etc. Once you have your goals figured out make sure you clearly communicate them using many formats and mediums, and don’t be afraid of repetition.

4. Be an information hub

Don’t just “stay in the loop” with the day-to-day. Be an information hub. Create friction-less methods for important information to automatically float to you (e.g. using JIRA dashboards, crafting issue filters, following changes in important documentation pages, etc). Talk about the critical subjects with multiple people to ensure alignment, digest and publish written information such as meeting notes and important discussions so that everyone can make use of it. Follow what people are doing and make connections between people that can benefit each other to facilitate cooperation and teamwork.

5. Value your people’s time

Don’t be a time waster manager. Don’t demand your approval for things. Try and avoid big and elaborate meetings as much as possible and keep close tabs on the time your people spend doing things you specifically asked them to do. Your people are intelligent, creative and independent thinkers and they should feel in control of their time. Nothing is more counter productive than robbing them of their time for working on the things they believe are important for the organization.

6. Stay hands-on

Stay curious about the actual work. Invest time in deepening your knowledge about the technological challenges your people face. Most people like teaching and will appreciate management taking the time to learn more about their problem space. It will also keep you from dogmatic thinking, help you with decision making, keep you updated and developing your knowledge, and make it easier for your people to explain stuff to you when needed.

7. Read a LOT

Many of my management “tricks”, some of them written above, came from reading stuff online and adapting them to me. Maintain constant growth for your management skills, always try and learn new things. Don’t stagnant. Read the comments for a short list of resource recommendations.
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