What are the most common mistakes to avoid when managing developers?

If you pay for the skill and knowledge, then use it. Don't come with solutions, but with problems, challenges and opportunities. More clear you are on those, and more confident your team is in argument with you, more likely it is you will receive accurate estimates and you won't miss low hanging fruits. Engineers think in systems, so they are more likely to see patterns, chances to scale and frequent, small and measured deliverables.

Bring clearly defined business problems to solve. Avoid offering solutions that will limit creativity. The problems to solve rarely change but there could be several potential solutions. Allowing the development team flexibility in solving the problem is critical.

Setting SMART goals is indeed crucial for effective project management and team performance. It provides clarity and a structured framework for developers to work within. Consistent communication and collaboration between managers and developers are also essential to ensure everyone is aligned on goals and any changes are well understood. This approach contributes to a more positive and productive work environment. If you have any specific questions or if there's another aspect you'd like to discuss, feel free to let me know!

The most common mistakes to avoid when managing developers include: - Micromanaging instead of empowering autonomy. Neglecting to provide clear objectives and expectations. - Underestimating the importance of effective communication. - Failing to recognize and support individual strengths. - Ignoring feedback and not fostering a collaborative environment.

Indeed, assigning these tasks to developers is essential if you want to ensure a hassle-free and seamless sprint. Before I continue, let me clarify that I believe assignments should be assigned based on the developer's calibre because we recruit people based on their expertise and abilities. Additionally, your team consists of a variety of developers with distinct ways of thinking and functioning.

It's more likely you have better communication skills that your dev team. Same as you will more likely have shorter attention span and sometimes you may be less precise and more vague. You both have work to do and teach each other. Don't zoom out when they bore you, ask questions. Say when you are lost. Ask if information from you is unambiguous to them or if in they opinion you missed something.

People love to automate and consolidate, but it's easy to forget to do the same with communication. There are many tools that are useful for automating the less fun parts of communication, such as taking notes during meetings or writing code documentation. And whenever possible, consolidate your communication tools - you don't need to use Slack, MS Teams, Zoom and Google Meet - just pick one. Simple communication is the most effective communication, so simplify it as much as you can.

“you don't need to use Slack, MS Teams, Zoom and Google Meet - just pick one.” How do you decide which one? I’ve only used Zoom, have only heard of Slack and MS Teams. I’ve seen the Google Meet option but never tried it. The possibility of App Overwhelm is real.

In this case, there are two processes involved, and we are both willing to listen to one another. However, the manager should make the biggest contribution because they are in charge of the team and oversee the behaviour of the individuals under their supervision, some of whom are juniors and others who are more experienced seniors. It is your responsibility as a manager to regulate your emotions and interact with them appropriately.

Apart from communication, one needs to teach communication to the team members who have diverse backgrounds and would need help communicate properly so that their value is reflected appropriately..

Whether you are a manager or a developer, everyone enjoys a little flexibility and autonomy, and it greatly facilitates creativity and productivity. It is your responsibility as a manager to establish each employee's key performance area (KRA) and provide them with opportunities for play, new challenges, and skill development beyond the technical aspects of the work they are being observed for.

Micromanaging: Give your developers the freedom to do their work without constant interference. Trust them to complete their tasks and provide guidance when needed. Micromanaging can stifle creativity and motivation.

Multitasking is a lie. With incoming automation more and more engineering work is creative. It requires focus, rest and safe space for trial and error. Help your dev team build metrics you both understand and let them work out how to improve them over the time. Build your requests as small experiments as well and let them execute them, gather data and iterate with you. But otherwise let them to your own devices as you pay for their experience and knowledge which you most likely don't have.

It’s your job as a leader to set the direction and get out of the way. Individuals within your team will require different levels of support and direction, understanding how best to engage with each of them will help a lot. Check out Situational Leadership for more info. If you’re not getting the visibility you require and feel the need to ask for regular updates, consider creating a team charter that clearly states your ways of working. Creating space for engineers to focus is a huge part of being an effective engineering leader.

Understanding and respecting the autonomy of developers is crucial for fostering a positive and productive work environment. Empowering developers to make decisions about their work and providing the freedom to explore creative solutions can lead to increased job satisfaction and innovative problem-solving. Balancing this autonomy with effective communication and collaboration helps create a supportive and trusting atmosphere. If you have any more aspects you'd like to explore or discuss, feel free to let me know!

Supporting continuous learning and professional development is essential in the dynamic field of software development. Managers who actively encourage and facilitate learning opportunities contribute to the growth and skill enhancement of their development teams. Providing access to relevant resources, recognizing and celebrating learning achievements, and offering challenging projects all contribute to a positive learning culture within the team. If you have any specific questions or if there's more you'd like to discuss, feel free to let me know!

Your project is a bridge. It was a solid roman built construction which started to crumble over time. Not because it was badly built, but because the vehicles running on it are getting heavier, faster and more frequent. Your masons aren't good anymore and need the art of using steel and who knows what next. If you won't let them grow they will keep putting mortar hoping that the bridge won't fall. But it will, eventually.

Although realistic goals are achievable there is a time one you cannot target what you thought. At that time encouraging the developer and giving positive feedback on what he has done to date will help me go the extra mile and bring you closure to success. Instead of blame and frustration.

Before giving developers any new assignments, try working on sprint planning, where you should take into account each developer's availability, the nature of the task, and their capabilities. This will help developers balance their workloads more effectively and reduce their workload.

Neglecting Work-Life Balance: Acknowledge the importance of work-life balance. Encourage breaks and vacations to prevent burnout. A rested and happy team is likely to be more productive and creative. ach developer has unique skills and strengths. Ignoring or underutilizing these strengths can lead to dissatisfaction and decreased productivity. Tailor tasks to match individual skill sets and encourage skill

Make sure your developers stay connected to the outcomes of their work. Share user's positive feedback on new features. Announce increases in active users and generated revenue. People want to know that their work matters.

Do not keep changing scope of the project and do not keep changing scope (definition) of the task. So common, and so commonly frustrating.

Developers like freedom and autonomy; and by far it helps in being productive and innovative. Being a lead/manager always challenge each one status quo for so highest quality and expected output of deliverables. Forster a safe environment so that developers communicate each other and do not hesitate to seek help. RACI matrix would help.

Effectively managing a dev team requires drawing inspiration from President Dwight D. Eisenhower's wisdom "What is important is seldom urgent, & what is urgent is seldom important." Prioritize tasks wisely, balancing necessity & urgency, and foster a collaborative environment that aligns speed & quality. Recognize & leverage each developer's strengths, tailoring tasks to their proficiencies, & empower the entire team for optimal performance. To prevent burnout, establish open communication, clear expectations, & continuous learning to keep the team aligned with teams’ goals. Celebrating successes is crucial for a positive work culture, ensuring motivation and engagement. By combining these strategies, a high-performing team can be achieved.