In the previous course, Leadership Principles for Software Engineers, you learned about how to hire your team and set its goals. Now, learn how to lead each individual team member, increasing their personal best performance, and your team's overall performance, day after day. NANCY WANG, Director of Engineering and General Manager of AWS Data Protection Services and Founder, Advancing Women in Tech (AWIT), shares with you the engineering management skills cultivated at AMAZON (the #2-ranked company in the Fortune 500), with supplemental practices from GOOGLE and MICROSOFT. Develop the skills and mental models that the world's best engineering managers apply to turn their new hires into world-class engineers.
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Sponsored by AMAZON WEB SERVICES (AWS).
Upon course completion, you will understand what world-class software engineering organizations expect of their managers, including:
- Why you blend WATERFALL and AGILE methodologies to avoid the problems of either
- How you comply with LABOR LAWS and CULTURAL EXPECTATIONS while leading geographically distributed teams
- How to develop HIGH PERFORMING ENGINEERS with your COACHING, AUDITING, and FEEDBACK
- How you TURN AROUND poor performers on your team
- How you ALIGN with other managers and their teams, and GIVE AND RECEIVE ESCALATIONS to accomplish cross-functional goals
Syllabus
WEEK 1
Automating team progress
If the most important goals for software engineering managers are to 1/ hire and develop engineers and 2/ deliver on their commitments, when do managers have the time to work with their teams on day-to-day tasks? This section shows you how to automate day-to-day tasks, along with techniques to retain control and confidence in your team.
WEEK 2
Cultivating high-performing engineers
The objective of every engineering manager is to have a high-performing team of high-performing engineers. What exactly does that mean? And how do you turn a new or average engineer into a high-performing engineer? Find out in this section!
WEEK 3
Turning around failures and poor performers
Sometimes, on a team, there are one or more people who everyone else has to compensate for, or who are just unpleasant to work with. Ignoring these people might result in the rest of your team slowing attiring, leading to the death spiral of your team. How do you handle poor performers? Find out in this section!
