What is management, what is dev management?
Process & Execution
Feedback & Career development
I started on the API Team
Dev Mgr for the API team in 2006
Now run all of development for salesforce
Notes from my mom, Nancy
“Put your family first and read a lot of Drucker”
“I never wanted anyone working for me that I had to tell
what to do”
Make a game of it
Praise, Praise, Praise
Stand up to bullies
Be genuinely interested in other people
Working with people to do the right thing
Productivity is its own reward
Responsibility is power
Focus on the outcome
Functional Management: focus on the whole team
There is no such thing – no one function can ship
– Change task roles
– Don’t assign tasks to owners
– Be fair
– Highlight everyone’s accomplishments (focus on the team)
– Do everything cross-functionally
– Have cross functional one on ones
– Remove blockers
Leadership is communication
Send a daily email
Foster a culture of face 2 face communication
Talk to people frequently
Break down barriers
Notes from peopleware (1)
People under time pressure don’t work better; they just
Quality is free
Parkinson’s Law almost certainly doesn’t apply to your
Seven false hopes of software management
1. There is some new trick you’ve missed that could send
2. Other managers are getting 200% productivity gains
3. Technology is moving so swiftly you’re being passed by
4. Changing languages will give you huge gains
5. Because of the backlog, you need to double productivity
6. You automate everything else; isn’t it about time you
automated away your software development staff
7. Your people will work better if you put them under a lot of
Notes from peopleware (2)
There are a million ways to lose a work day but not
even one to get one back
There is a 10 to 1 productivity difference between the
best developers and everyone else
There is a 10 to 1 productivity difference between the
best organizations and everyone else
Ask “What needs to be done?”
Ask “What is right for the business”
Develop action plans
Take responsibility for your decisions
Take responsibility for communicating
Focus on opportunities rather than problems
Run productive meetings
Think and say “we” rather than “I”
Summary: Holistic Management
Management is a challenging discipline: it’s
There are no silver bullets
Everyone is an executive
You don’t need to tell people what to do
Manage the whole
Jell the team
Joint ownership of the product
Sense of eliteness
Chemistry for team Formation
Make a cult of quality
Provide lots of satisfying closure
Build a sense of eliteness
Allow and encourage heterogeneity
Preserve and protect successful teams
Provide strategic but not tactical direction
Summary: Recruiting and Team Structure
Team building is recruiting
Keep people happy
Know the funnel (sourcing, screening,
Forming, Storming, Norming, Performing
Basic Project Execution
1. Who owns the project
2. Create clear objectives
3. Get buy in on the objectives
4. Get what you need to be successful
5. Create the plan
6. Communicate the plan
7. Execute on the plan
Summary: Execution and Process
Lower Risk, ship often
Automate and integrate
Reflect and Improve
Run great projects
One Minute Praising
1. Tell people up front that you are going to let them know
how they are doing
2. Praise people immediately
3. Tell people what they did right – be specific
4. Tell people how good you feel about what they did right
and how it helps the organization and the other people who
5. Stop for a moment of silence
6. Encourage more of the same
7. Shake hands and let people know that you support their
success in the organization
One Minute Reprimand
1. Tell people beforehand that you are going to let them know how they
are doing in no uncertain terms
2. Reprimand people immediately
3. Tell people what they did wrong – be specific
4. Tell people how you feel about what they did wrong – and in no
5. Stop for a few seconds of uncomfortable silence to let them feel how
6. Shake hands and let them know you are honestly on their side
7. Remind them how much you value them
8. Reaffirm that you think well of them but not of their performance in
9. Realize that when the reprimand is over, it’s over
Make people safe (ask for permission)
In the moment, direct and honest
Positive feedback at a 10 to 1 ratio
A manager is responsible for their employees’ careers. You are the primary responsible party until
they succeed you.
Putting an employee where they can succeed is your responsibility. This does not mean you cover for
short comings, cheat so they win, or give them credit for others work. It means you have taken their
strengths and weaknesses, skills and motivations, method of working, and the work you have available
to appropriately marry them to a job they can succeed in.
Taking an employee out of a position they can not succeed in is your responsibility.
The failure of your subordinates is not your subordinates fault. It is yours. You failed to put that person
in the right position at the right time with the right skills or information. Or, you failed to remove a
person from a position that they could not be successful in. There is a difference between giving
someone a challenging role and a suicide mission. You must see the difference and act.
Quality people respond to challenge and learning experiences. Challenge your employees. Foster
those who take the challenge and execute. Remove those who do not.
People who are successful at their daily work succeed in their careers. They are always progressing
forward by taking more responsibility and accountability. Their reverence continually grows within the
Not all people are career oriented. Some just like to work.
How can we create successful employees that have
positive career development?
Honest feedback on relationships that they need to build across the
Immediate feedback when they’ve flipped another person’s dork bit.
Remove non performers to open up opportunities for performers.
Let performers decide their work in part or full time. Fulfill their
Give challenges outside of normal daily work that apply to their
Honest feedback on the employee’s responsibility to make it to the
next technical rung, management rung, or career change.
Taking employees out of positions they can not be successful in.
Ensure the employee understands the importance of their work.
How do you understand what your employee’s goals
and motivations are?
Talk to them candidly.
Watch what they choose to work on when.
– Ask them: Why that then?
Understand their personal goals.
– Ask them: What unfinished accomplishment would make you
happiest to achieve?
Understand their personal motivations.
– Ask them: What makes you happy to be at work? In what
situations did you feel a true sense of accomplishment?
How do you track success at managing your
Are they happy?
Are they well received in the organization?
Do they feel challenged?
Do they understand the importance of their work?
Are they actively working on making themselves better?
Are they taking more responsibility and accountability over
Are they progressing through the organization from a
corporate structure or unwritten pecking order perspective?