|
No more MBAers please!
modified 4-May-19 18:26pm.
|
|
|
|
|
and not blaming some "black sheep" team member for some misdecisions of customers or managers 
Press F1 for help or google it.
Greetings from Germany
|
|
|
|
|
Was always on the subject, up to date and supportive. He recogninzed the effort, he understood the setbacks and cheered us for every advance. He always provided insight, facilitates the sharing of knowledge and status and always had the priorities set for the tasks at hand - you never got "stuck" on something or uncertain on what to do. He also took full responsibility for his own choices.
Too bad the project with him ended (passed with flying colours by the skin of our teeth, of course).
GCS d--(d+) s-/++ a C++++ U+++ P- L+@ E-- W++ N+ o+ K- w+++ O? M-- V? PS+ PE- Y+ PGP t+ 5? X R+++ tv-- b+(+++) DI+++ D++ G e++ h--- r+++ y+++* Weapons extension: ma- k++ F+2 X
|
|
|
|
|
A good manager should understand what it is I do. She doesn't have to be able to do it, just understand it enough to understand basic explanations of what is and isn't possible, how long a task can take (and why prediction of "how long" can be difficult). They should understand that my performance is based on their planning skills... tell me everything I need to know before I start, as much as you can, rather than dribble the task out in ways that make us refactor code every time you surpise me with a new requirement that changes the fundamental scope of the project.
At least, that is my dream. Never had that. My boss knows a little Fortran.
|
|
|
|
|
I count this as far and away the most important. Years ago I was temporarily pushed into this position. I hated life  . But I gained a deep appreciation and respect for those who are good managers.
|
|
|
|
|
Not randomly darting off after every "ooh, shiny".
|
|
|
|
|
Good management puts people in a position to succeed. They're able to do this by analyzing the skills necessary to accomplish a task, and matching resources to those skills.
Poor management throws resources at tasks because "you all know development/IT/computers".
Good management will find lower-priority projects for people who wish to acquire a new skill, and someone to mentor them.
Poor management throws resources at tasks, regardless of importance of task and experience of resource in that area.
Good management understands that dependencies drive development. If we don't know how to accomplish step N, we can't give a timeframe for the overall project.
Good management understands that dates are (mostly) artificial anyway, and relies on the developers' professionalism to get things done in as timely a fashion as is reasonable.
Poor management blasts ahead with dates, based on neither analysis or any particular need.
Good management treats bugs as a problem to be solved, and once again relies on the staff's diligence to address them appropriately.
Poor management runs around with their hair on fire, treating every bug as if it's the end of the world. Only serves to raise stress levels and increase the chance of error.
Just off the top of my head...
|
|
|
|
|
The rest of the management stream, horizontally and vertically from his point, are on the best of days accurately described as residing "between the cheeks".
Basically, I'm shielded from the riff-raff and go about my business in peace. Never a worry about hiding from an error. Finger pointing - only if you feel like doing a mia culpa.. Fix the bug and move on.
Do not ask at whom the finger points; for, it points at thee!
In this regard, I am what one would say is blessed.
| Ravings en masse^ |
|---|
| "The difference between genius and stupidity is that genius has its limits." - Albert Einstein | | "If you are searching for perfection in others, then you seek disappointment. If you are seek perfection in yourself, then you will find failure." - Balboos HaGadol Mar 2010 |
|
|
|
|
|
I quit a job because I got completely frustrated by one manager who constantly told me how to solve my everyday problems - in ways that was completely off (such as how I should extract information from data structures that didn't exist except in his fanasies about what the software looked like).
Every now and then, people with deep technical understanding ascend to management level, yet manage to stay updated on the technical evolution. But we need managers with a professional education in management (not at the project group level, but from the next level up), and few of those with engineering background manage to absorbe that knowledge simply by moving up the management ladder.
If you don't know what I am working on, feel free to make requirements to the results. But please do not give senseless directions about how I shall realize it! If you have ascended from ground floor: Be sensitive to technical evolution. Your understanding of the details are outdated much faster than you believe!
|
|
|
|
|
Giving me enough authority, in addition to responsibility and accountability.
|
|
|
|
|
|
When I was a manager, I saw my main role was to bulldoze the corporate sh*t and roadblocks out of the way so my staff should concentrate their tasks and do their job in the most productive manner. Second, prioritization and work balancing.
A Fine is a Tax for doing something wrong
A Tax is a Fine for doing something good.
|
|
|
|
|
Rambo would have liked your attitude 
|
|
|
|
|
|
It's also impossible to do 100% effective.
It did take its toll on me which is why I stepped back from it, but I'm happy to say that all my staff say I was the best managers have had ( and some of them have had up to 4 managers since.) I just had someone moaning to me yesterday had I should have taken his managers job instead of who they hired. (It was offered to me) and he has never worked for me.
A Fine is a Tax for doing something wrong
A Tax is a Fine for doing something good.
|
|
|
|
|
You didn't give the option "One who does not write code". That would be a blessing to me, as I spend the vast majority of my time cleaning up my manager's garbage.
Da Bomb
|
|
|
|
|
... but my famous wish will be :
- a manager who is able (and willing) to think about about think, which are said to him. Sometimes a solution has nothing in common with cashback ... and sometimes there is no solution in the moment (try to invent a matter-transmitter for example - thats a good idea but not possible in the moment)
|
|
|
|
|
... an a$$h@!e and generally applies to everybody.
|
|
|
|
|
So much of that list is what's required to make a good leader. I guess there's a vast difference between leader and manager, and I think we'd all prefer to work for a leader, I guess. I just had a hard time answering this one without selecting all.
|
|
|
|
|
I would rather dig ditches than do any job that has a sniff of technical attribute attached for a manager who hasn't a clue.
|
|
|
|
|
I like managers that are always on holiday.
Whenever you find yourself on the side of the majority, it is time to pause and reflect. - Mark Twain
|
|
|
|
|
I assume you didn't vote "work ethic and general availability" then.
|
|
|
|
|
So, being a freelancer is a good choice for you 
Behzad
|
|
|
|
|
As long as I'm on holiday, too!
Whenever you find yourself on the side of the majority, it is time to pause and reflect. - Mark Twain
|
|
|
|
|
The most important quality of a manager is their ability to stay out of my way and not bother me. If you feel the need to micromanage, find someone else.
|
|
|
|
General 
News 
Suggestion 
Question 
Bug 
Answer 
Joke 
Praise 
Rant 
Admin 
Submit an article or tip
