粒度过粗_这些书帮助我度过了第一次成为技术主管的经历
粒度過粗
by Danny Perez
丹尼·佩雷斯(Danny Perez)
這些書幫助我度過了第一次成為技術主管的經(jīng)歷 (These books helped me navigate my first time being a tech lead)
The tech lead was moving to another team for a long-term assignment, and I took over as the engineering manager/team lead.
該技術負責人正在轉(zhuǎn)移到另一個團隊進行長期任務，而我接任了工程經(jīng)理/團隊負責人。
From the outside, the tech lead’s job seemed doable, but I quickly realized I was getting in over my head. Unfortunately, my team was responsible for a lot of centralized infrastructure as well as day-to-day technical operations. I had no tech lead training, and how could there be? I was certain that the tech lead role was so different across companies, so how could there be guidelines to it?
從外部看，技術負責人的工作似乎可行，但我很快意識到自己已陷入困境。 不幸的是，我的團隊負責許多集中式基礎架構(gòu)以及日常技術操作。 我沒有技術主管培訓，怎么會有呢？ 我確信各個公司的技術領導角色是如此不同，那么該如何制定指導方針呢？
In my previous role as the senior engineer on my team, I felt capable of tackling larger projects, but I only ever had 1 project to tackle. Now, I needed to manage 3–5 projects for my small team of 5 engineers.
在擔任團隊高級工程師之前，我覺得自己有能力處理較大的項目，但我只有一個項目需要解決。 現(xiàn)在，我需要為5個工程師組成的小型團隊管理3–5個項目。
The best I could do was do as the last person did which only gets you far enough to keep your head above water. I realized that the only way for me to get past this would be to hit the books, and learn all the management that I never learned in college.
我能做的最好的事情就是像最后一個人那樣做，這只會使您走得足夠遠，無法讓您的頭在水面。 我意識到，要克服這一點，唯一的辦法就是打書，學習我從未在大學學過的所有管理方法。
I read a lot that year. More than the past 3 years combined. The most helpful books I read all boiled down to 3 areas of the job that I (like many others) struggled with: dealing with team & individual performance, delegating, and making my team a great team to work on.
那年我讀了很多書。 超過過去3年的總和。 我讀過的最有幫助的書歸結(jié)為我(與許多其他人一樣)所苦苦掙扎的3個領域：與團隊和個人績效打交道，委派代表，以及使我的團隊成為一支出色的團隊來工作。
*Disclaimer: I’ve tried to link to the authors website where I could. Otherwise, the links go to Amazon (not referral links) if you want to get the book. I have no association with any of the below authors, just a fan of their writing.
*免責聲明：我已嘗試鏈接到作者網(wǎng)站。 否則，如果您想獲得這本書，則鏈接會轉(zhuǎn)到Amazon(而不是引薦鏈接)。 我與以下任何作家都沒有聯(lián)系，只是他們的寫作愛好者。
處理績效 (Dealing with performance)
One thing that I felt affected the team was an under-performing team member. Surely like many others, I hadn’t ever seen an effective performance review myself, or seen how other leads dealt with performance on their team (thats probably a good thing, but unhelpful for me).
我覺得影響團隊的一件事是團隊績效不佳。 當然，像其他許多人一樣，我自己從未見過有效的績效評估，也從未見過其他領導如何處理其團隊的績效(這可能是一件好事，但對我無濟于事)。
While I know at a high level what you’re supposed to do, like talk about and deal with the problem, I struggled to actually do it — how could I, a new lead, give feedback to someone who was previously a peer on my team? It’s definitely awkward the first few times!
雖然我從高層次上知道您應該做什么，例如談論和處理問題，但我還是很難做到這一點–我如何才能成為新的領導，向以前是我的同行的人提供反饋球隊？ 前幾次肯定很尷尬！
Fortunately, in this area, there are people much smarter than I who have shared their experiences in great deal to help you get past these types of problems.
幸運的是，在這個領域，有比我聰明得多的人，他們分享了很多經(jīng)驗，可以幫助您克服這些類型的問題。
Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott
激進的坦率：在不失去人性的情況下成為踢屁股的老板
If you want to focus on giving great feedback — this provides a pretty powerful mental model for giving and receiving feedback without feeling like a jerk. It’s focused on being upfront with people, lest you be plotting against them or humiliating them.
如果您想專注于提供出色的反饋，這將為您提供一個非常強大的心理模型，使您可以不覺得自己像混蛋一樣提供和接收反饋。 它著重于與人打交道，以免您與人密謀或侮辱他們。
Leading Teams: 10 challenges and solutions by Mandy Flint, Elisabet Vinberg Hearn and Debugging Teams: Better Productivity through Collaboration by Brian W. Fitzpatrick, Ben Collins-Sussman
領導團隊：Mandy Flint，Elisabet Vinberg Hearn和調(diào)試團隊 提出的10個挑戰(zhàn)和解決方案 ：Ben Collins-Sussman的Brian W. Fitzpatrick通過合作提高生產(chǎn)力
If you want to focus on getting yourself un-stuck from some problems on your team — these 2 books go in-depth on common issues that teams might have, and some step-by-step guidelines for how to deal with them.
如果您想專注于使自己擺脫團隊中的某些問題-這兩本書深入探討了團隊可能遇到的常見問題，以及一些有關如何處理它們的逐步指南。
This was an area I didn’t feel comfortable asking any of the other managers about. We had many small teams, and we were all very friendly so it was hard to find people you can talk to. The next best thing was seeing what other more successful leaders had done in these scenarios.
在這個領域，我不愿意向其他經(jīng)理詢問。 我們有許多小團隊，我們都很友好，因此很難找到可以與之交談的人。 接下來的最好的事情就是看看其他更成功的領導者在這些情況下做了什么。
Manager Conversation with Low Performers at UMCB on Youtube
在YouTube上與UMCB的績效低下的經(jīng)理對話
It’s very rare you’ll ever get to shadow someone else’s performance review — they’re private and personal by nature (or you’re HR). If you’ve ever wondered what a “good” conversation about poor performance could look like, this video helped me a TON! There’s some other related videos there that will show you what NOT to do, but it is great to see how you can quickly diffuse an awkward situation.
很少有人會掩蓋其他人的績效評估，因為他們本質(zhì)上是私人的和私人的(或者您是HR)。 如果您想知道關于性能低下的“好”對話會是什么樣子，那么這段視頻可以幫助我！ 那里還有其他一些相關的視頻，這些視頻將向您展示不該做的事情，但是很高興看到您如何Swift消除尷尬的情況。
Lesson #1 summary: Be incredibly explicit about your expectations with their job so that they can never say, “How was I supposed to know?”
第1課小結(jié)：對您對他們的工作的期望非常明確，以使他們永遠不會說：“我應該怎么知道？”
委托 (Delegating)
Another awkward part about my job was telling people what to do — our team had a mission that we were mostly aligned on, but we don’t always get to work on cool stuff and the work still has to get done on time.
關于我的工作的另一個尷尬之處是告訴人們該怎么做-我們的團隊的使命是我們幾乎始終如一地完成工作，但我們并不總是致力于出色的工作，而工作仍然必須按時完成。
I had seen other people do it well, I had seen others do it poorly — but I wouldn’t have been able to explain to you why. I felt awkward the first few times saying, “hey Roger, can you take a look at this issue?” only to have that developer come back with something that I wasn’t expecting (see Lesson #1).
我見過別人做得很好，我見過別人做得不好-但我無法向您解釋原因。 頭幾次我感到很尷尬，“嗨，羅杰，您能看看這個問題嗎？” 只是讓那個開發(fā)人員返回我沒想到的東西(請參閱第1課)。
When I was a fellow engineer on the team, I felt capable of working on bigger projects and making sure that we shipped the right things. But now, I was also accountable for all the projects the team was working on, not just mine. I had about twice as many things to do now, and the typical-engineer-turned-manager in a bout of frustration might ask, “When am i supposed to code if I’m stuck in meetings and dealing with people all the time?”
當我是團隊的一名工程師時，我感到有能力從事更大的項目并確保我們交付正確的東西。 但是現(xiàn)在，我還負責團隊正在從事的所有項目，而不僅僅是我的。 我現(xiàn)在要做的事情差不多是以前的兩倍，而一個典型的工程師轉(zhuǎn)而沮喪的經(jīng)理可能會問：“我應該什么時候編寫代碼，如果我一直呆在會議和與人打交道中？ ”
It was difficult to juggle all the projects that I was now responsible for, as well as do the work on critical projects, and plan cross-team initiatives, and insert 20 more things here.
很難兼顧我現(xiàn)在負責的所有項目以及關鍵項目的工作，計劃跨團隊計劃，并在這里再插入20多個內(nèi)容。
How to Delegate (Essential Managers Series) by Robert Heller
羅伯特·海勒(Robert Heller)如何委托(基本經(jīng)理系列)
The Busy Manager’s Guide to Delegation (Worksmart Series) by Richard Luecke, Perry McIntosh
派瑞·麥金托什(Perry McIntosh)的理查德·呂克(Richard Luecke)的《忙碌的經(jīng)理委派指南》(Worksmart系列)
To summarize these books: be incredibly explicit about your expectations with projects/tasks so that they can never say, “How was I supposed to know?”
總結(jié)這些書：對項目/任務的期望非常明確，這樣他們就永遠不會說：“我應該怎么知道？”
While these two books sound a little cheesy, they gave me a great framework and process for delegating. After reading them, I started blocking out time on my calendar for going through our projects and trying to match people’s goals and motivations with the work we had to do. A bunch of us got AWS certificates, one engineer earned with a promotion, and an intern joined us full-time. And we built great stuff too.
盡管這兩本書聽起來有些俗氣，但它們?yōu)槲姨峁┝艘粋€很好的授權(quán)框架和流程。 閱讀完這些內(nèi)容后，我開始在日歷上浪費時間進行項目研究，并嘗試使人們的目標和動機與我們要做的工作相匹配。 我們中的許多人都獲得了AWS證書，一名工程師獲得了晉升，一名實習生全職加入了我們。 我們也創(chuàng)造了很棒的東西。
組建一個好的團隊 (Making a good team)
One way to build a better team is to see more teams and how they operate, and use them as guiding examples for building your own teams. The catch is, barring you leaving your job and working elsewhere, you won’t get to see that many teams and so you might not even know what your team would look like at its best!
建立一支更好的團隊的一種方法是查看更多的團隊及其運作方式，并將它們用作建立自己的團隊的指導示例。 要注意的是，除非您離開工作崗位并在其他地方工作，否則您將看不到很多團隊，因此您甚至可能不知道自己的團隊看起來最好！
I absolutely loved reading these books because they provided case studies of real teams with real stories across some high-profile companies. Some people had really crappy times at their job, others didn’t, and they explain why in-depth.
我絕對喜歡閱讀這些書，因為它們提供了一些知名公司的真實團隊案例和真實故事的案例研究。 有些人的工作確實很糟糕，而其他人則沒有，他們解釋了為什么要深入。
These books are more focused on software engineering teams:
這些書更側(cè)重于軟件工程團隊：
Talking with Tech Leads: From Novices to Practitioners by Patrick Kua
與技術負責人交談：從新手到從業(yè)者Patrick Kua
Patrick Kua is a great speaker
Patrick Kua是一位出色的演講者
with some of his talks available on Youtube about technical leadership covering things like What I wish I knew as a first time Tech Lead and Geek’s Guide to Leading Teams
他在YouTube上發(fā)表的有關技術領導力的一些演講涵蓋了我希望我第一次了解的內(nèi)容，例如技術主管和極客領導團隊指南
Building Software Teams: Ten Best Practices for Effective Software Development by Joost Visser, Sylvan Rigal, Gijs Wijnholds, Zeeger Lubsen
建立軟件團隊：Joost Visser，Sylvan Rigal，Gijs Wijnholds和Zeeger Lubsen進行有效軟件開發(fā)的十個最佳實踐
These books cover teams in general:
這些書籍涵蓋了一般的團隊：
Beautiful Teams: Inspiring and Cautionary Tales from Veteran Team Leaders by Andrew Stellman, Jennifer Greene
美麗的團隊：資深團隊負責人的鼓舞人心和謹慎的故事
Extreme Teams: Why Pixar, Netflix, Airbnb, and Other Cutting-Edge Companies Succeed Where Most Fail by Robert Bruce Shaw
極限團隊：羅伯特·布魯斯·肖(Robert Bruce Shaw)為何皮克斯(Pixar)，Netflix，Airbnb和其他尖端公司在失敗最多的地方獲得成功
Scaling Teams: Strategies for Building Successful Teams and Organizations by David Loftesness, Alexander Grosse
擴展團隊：建立成功團隊和組織的策略，作者：David Loftesness，Alexander Grosse
To summarize these in one sentence: Be incredibly explicit about your expectations with the team’s culture so that they can never say, “How as I supposed to know?”
用一句話來概括這些內(nèi)容： 對團隊的文化要有明確的期望，這樣他們就永遠不會說：“我應該怎么知道？”
結(jié)語 (Wrapping up)
I had a great time leading my team for over a year. While at times, it was incredibly daunting to think how I would get through a particularly problematic week, my team would stay on track and over time, we were able to move to more proactive work. There’s many different areas in management where you could spend days and day learning, but if you do 1 thing and nothing else…
我度過了愉快的時光，帶領團隊超過一年。 有時，思考我如何度過一個特別麻煩的一周是令人難以置信的艱巨，但是我的團隊會保持步伐，并且隨著時間的流逝，我們能夠進行更積極的工作。 管理中有許多不同的領域，您可以日復一日地學習，但是，如果您做一件事情就什么都不做……
Tell your team to be incredibly explicit about their expectations from you as their lead so that you can never say, “How was I supposed to know?”
告訴您的團隊非常明確地表達您對他們的期望(作為領導)，這樣您就永遠不會說：“我應該怎么知道？”
Fellow tech leads on Medium: What was the hardest part of becoming a tech lead for the first time?
中級技術領導者：首次成為技術領導者最困難的部分是什么？
If you enjoyed the article, give it some ? and follow me here on Medium.
如果您喜歡這篇文章，請給它一些？ 然后在“ Medium”上關注我。
Originally published at www.intricatecloud.io on December 11, 2018.
最初于2018年12月11日發(fā)布在www.intricatecloud.io 。
翻譯自: https://www.freecodecamp.org/news/these-books-helped-me-navigate-my-first-time-being-a-tech-lead-a9e0d100524f/
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