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Indeed Engineering
and The Lead Developer present:
Tech Leadership and Management
@IndeedEng | #LeadDevAustin
Indeed is the #1 job site worldwide
Lead Developer Austin, TX
what where
Find Jobs
60 countries
30 languages
200M unique visitors
20M jobs
Offices around the world
4
5
New York
Stamford
Toronto
São Paulo
Austin
Seattle
San Mateo
San Francisco
Dublin
London Amst...
Engineering offices
4
5
Austin
Seattle
San Francisco
Hyderabad
Tokyo
Singapore
go.indeed.com/eng-jobs
Tonight’s Talks
Dr. Robyn Rap
Product Science Manager
Fishing a Manager to Teach
Paresh Suthar
Engineering Manager
New Engineering Manager at
Indeed? First: Write Some Code
Michael Magan
Product Manager
How to Stop Worrying and Love
Product
Ketan Gangatirkar
Eng Lead, Jobseeker Products
Quantum Leap: From Managing
a Team to Leading an Org
Thanks for joining us!
@IndeedEng | #LeadDevAustin
Fishing a Manager to Teach
(or something like that)
Robyn Rap, Ph.D.
Manager, Product Science
robyn@indeed.com
Yes, teaching a class is hard.
Do it anyway.
Colleague #1
Colleague #2
Colleague #3
Survey McSurveyFace
I wrote this survey in 2 minutes
Survey survey survey!!!
SURVEY
Bad survey
I also wrote this survey in 2 minutes
Hi! Can y...
With what speed and sense of urgency do the X and Y
teams approach launching new products and enhancing
existing products?...
With what speed and sense of urgency do the X and Y
teams approach launching new products and enhancing
existing products?...
I wrote this survey in 2 minutes
Survey survey survey!!!
SURVEY
Bad survey
I also wrote this survey in 2 minutes
Hi! Can y...
Or I could do something.
81 employees
have taken the survey workshop
19 teams
97%said they found the workshop helpful
Efficiently written survey!
Good survey
This survey is a wonder to behold
I have clearly benefited from your survey worksh...
If teaching a workshop is so effective...
… why don’t more people do it?
Problem #1
“Teaching a workshop takes
a lot of time”
Yes. It does.
Time
Effort
Time
Effort
Time
Effort
Time
Effort
Time
Effort
81 hours
Teaching one-on-one for an hour would require
16 hours
Teaching the workshop 5 times cost me
Offering a workshop is more scalable
than teaching one-on-one.
Problem #2
“I’m not an expert”
Guess what?
Me neither.
“While we teach, we learn.”
Seneca
Philosopher
Source: Chase et al. 2009. “Teachable Agents and the Protégé Effect: Increa...
“I was referred to you by Paul, because I was looking
for some advice regarding surveys and he mentioned
you are a great s...
Huh.
You
People who know
more than you
You
People who know
less than you
People who know
more than you
You
People who know
more than you
You
omg i am
a total n00b
People who know
more than you
You
YouPeople who know
less than you
YouPeople who know
less than you
Wow.
Expert!
Teaching builds expertise.
Problem #3
“I don’t want to present for that long”
How to code
1. Import your packages
2. The difference between a string and an integer
3. Here’s what a variable is
4. For ...
Provide a sandbox for people
to learn by doing.
Consider the think-pair-share.
1. Think individually about a topic
2. Pair up with a partner to talk about it
3. Share with the rest of the group
Problem #4
“No one is engaged”
Ask people to put away their phones, laptops.
Teaching Tips
1. Teaching a workshop is more scalable than
teaching a lot of people one-on-one.
2. Don’t worry about being...
One last thought.
With what speed and sense of urgency do the X and Y
teams approach launching new products and enhancing
existing products?...
What will you teach?
Thank you!
Robyn Rap, Ph.D.
Manager, Product Science
robyn@indeed.com
New Engineering Manager at Indeed?
First: Write Some Code
The Importance of Manager Onboarding
Paresh Suthar
Engineer Mana...
Who has recently transitioned into a
new role as a manager?
Congratulations!
You’re a manager. Now what?
managernoun man·ag·er  ˈma-ni-jər 
one that manages
Okay...so what does it mean to manage?
“To handle or direct with a degree of skill”
2 types of managers
There was the manager who set
expectations and goals for me,
empowering me to achieve them
Then there was the manager who told
me what to do and how to do it
It makes you wonder...how does
someone become a manager?
Usually there are two paths:
1. You’re promoted into the position.
2. You’re hired to manage.
Just because you were hired as a manager does not
mean you will be effective in the role
Most managers leverage past experiences as their
primary guide on how to be effective
Unfortunately, most companies and teams
are different in some way
This point was highlighted to me a couple of years
ago when I was consulting for a local company
The company decided to assign a manager from a
different group to lead this newly formed team
Over a short period of time, the manager began to
get more involved with day-to-day decisions
This started to erode confidence in the team
Ultimately led to a stressful working environment
My onboarding journey as a manager at Indeed
I would spend at least one quarter as an
individual contributor
During that time I would write code and
unit tests (of cou...
Wait, did you say that I get to write code?
No direct reports
No management-related responsibilities
Effectively, I was a
manager with:
I had the same responsibilities as other engineers
I got to know my team
I got to know my manager
I continued to learn and grow
throughout the quarter
As I approached the end of my first quarter, I had
discussions with my manager about switching roles
We made the decision that I would manage the
Money Team, and I was happy about that
I think the team was happy about it, too
Ideas for your onboarding journey as a manager
View management as
a privilege, not a title
Carve out time to do nothing but learn.
Build trust with the team
Get and stay technically engaged
Get feedback early and often
Keep a journal of things you learn
Challenges:
You are needed to fill a departure role
There are timelines and deliverables
You were hired because you know s...
Build trust with the team
Thank you!
Paresh Suthar
Engineer Manager, Indeed
paresh@indeed.com
How to Stop Worrying and Love Product
Michael Magan
Product Manager, Indeed
@m_a_g_a_n
I love being a Product Manager.
Motivate Your Team Build to Last Simplify Requirements
1 2 3
Motivate Your Team
What is Lead Gen?
Self -Serve
Sales
?Sign Up
Hiring Need
?
Sign Up
Sign Up
Jobs on Their Site
Sign Up + Jobs on Their Site
Sign Up + Jobs on Their Site
Source: Internal
# of Employer Signups Linked to External Job Sources
150
100
50
# of linkages made vs. time
10 17 24 May ...
# of Employer Signups Linked to External Job Sources
# of linkages made vs. time
April ‘17 May ‘17 Jun ‘17 Jul ‘17 Aug ‘17...
Source: Internal
59,629
Number of Employers with Hiring Needs
From Then Until Now
Define how to measure success
Incomplete until we can measure success
Cool that there have been
1200 of them since you
added that:
https://go.indeed.com/IQL
6YTRP38
Wow, awesome
Built to Last
It’s our job
It’s product and the lead developer’s job
Identify the impact
Validate that it is the next best feature
Data
Source: Internal
61%
of new external jobs came from Applicant Tracking Systems
More than
Simplify Requirements
It’s our fault, again
Impact (me) Difficulty (you)
Impact (me) Difficulty (you)
Really High Really Hard
Low Hard
High Medium
Low Easy
Impact (me) Difficulty (you)
Really High Really Hard
Low Hard
High Medium
Low Easy
Deliver More Iterate More Achieve More
Motivate Your Team Build to Last Simplify Requirements
1 2 3
What do you want from your career?
Lead Developer Director of
Engineering
Chief Architect CTO
Simplifying complex
business needs
Identify the most
impactful work to do first
Measuring the
success of your teams
CTO
CEO of the ProductCTO
Questions and break
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)
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Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)

On March 1 2018, Indeed hosted a series of talks about leadership and management in the tech industry.

Lighting talks included Data Scientist Robyn Rap with "Fish a Manager to Teach," Product Manager Michael Magan's "What Your Product Manager Wants from a Tech Lead," and Engineering Manager Paresh Suthar discussed "New Engineering Manager at Indeed? First: Write Some Code."

Ketan Gangatirkar, head of Job Seeker Engineering, provided the keynote "Quantum Leap: From Managing a Team to Leading an Org."

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Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Lightning Talks)

  1. 1. Indeed Engineering and The Lead Developer present: Tech Leadership and Management @IndeedEng | #LeadDevAustin
  2. 2. Indeed is the #1 job site worldwide
  3. 3. Lead Developer Austin, TX what where Find Jobs
  4. 4. 60 countries 30 languages 200M unique visitors 20M jobs
  5. 5. Offices around the world 4 5 New York Stamford Toronto São Paulo Austin Seattle San Mateo San Francisco Dublin London Amsterdam Dusseldorf Paris Hyderabad Bangalore Singapore Sydney Tokyo Zurich Brussels Scottsdale
  6. 6. Engineering offices 4 5 Austin Seattle San Francisco Hyderabad Tokyo Singapore
  7. 7. go.indeed.com/eng-jobs
  8. 8. Tonight’s Talks
  9. 9. Dr. Robyn Rap Product Science Manager Fishing a Manager to Teach
  10. 10. Paresh Suthar Engineering Manager New Engineering Manager at Indeed? First: Write Some Code
  11. 11. Michael Magan Product Manager How to Stop Worrying and Love Product
  12. 12. Ketan Gangatirkar Eng Lead, Jobseeker Products Quantum Leap: From Managing a Team to Leading an Org
  13. 13. Thanks for joining us! @IndeedEng | #LeadDevAustin
  14. 14. Fishing a Manager to Teach (or something like that) Robyn Rap, Ph.D. Manager, Product Science robyn@indeed.com
  15. 15. Yes, teaching a class is hard.
  16. 16. Do it anyway.
  17. 17. Colleague #1 Colleague #2 Colleague #3 Survey McSurveyFace
  18. 18. I wrote this survey in 2 minutes Survey survey survey!!! SURVEY Bad survey I also wrote this survey in 2 minutes Hi! Can you help me and take this survey? Plz fill out my survey survey I am your boss and I wrote this survey now take it. Colleague #1 Colleague #2 Colleague #3 Colleague #5 Colleague #6 Colleague #7 Colleague #8 Colleague #9 Colleague #10 Colleague #11 Colleague #12 Colleague #13 Survey McSurveyFace
  19. 19. With what speed and sense of urgency do the X and Y teams approach launching new products and enhancing existing products? ◯ Snails pace ◯ Slightly faster than a snail ◯ An OK pace ◯ Rabbit pace ◯ Lightening Fast
  20. 20. With what speed and sense of urgency do the X and Y teams approach launching new products and enhancing existing products? ◯ Snails pace ◯ Slightly faster than a snail ◯ An OK pace ◯ Rabbit pace ◯ Lightening Fast ???!
  21. 21. I wrote this survey in 2 minutes Survey survey survey!!! SURVEY Bad survey I also wrote this survey in 2 minutes Hi! Can you help me and take this survey? Plz fill out my survey survey I am your boss and I wrote this survey now take it. Colleague #1 Colleague #2 Colleague #3 Colleague #4 Colleague #5 Colleague #6 Colleague #7 Colleague #8 Colleague #9 Colleague #10 Colleague #11 Colleague #12 Colleague #13 Survey McSurveyFace
  22. 22. Or I could do something.
  23. 23. 81 employees have taken the survey workshop
  24. 24. 19 teams
  25. 25. 97%said they found the workshop helpful
  26. 26. Efficiently written survey! Good survey This survey is a wonder to behold I have clearly benefited from your survey workshop Colleague #1 Colleague #2 Colleague #3 Colleague #4Survey McSurveyFace
  27. 27. If teaching a workshop is so effective...
  28. 28. … why don’t more people do it?
  29. 29. Problem #1 “Teaching a workshop takes a lot of time”
  30. 30. Yes. It does.
  31. 31. Time Effort
  32. 32. Time Effort
  33. 33. Time Effort
  34. 34. Time Effort
  35. 35. Time Effort
  36. 36. 81 hours Teaching one-on-one for an hour would require
  37. 37. 16 hours Teaching the workshop 5 times cost me
  38. 38. Offering a workshop is more scalable than teaching one-on-one.
  39. 39. Problem #2 “I’m not an expert”
  40. 40. Guess what?
  41. 41. Me neither.
  42. 42. “While we teach, we learn.” Seneca Philosopher Source: Chase et al. 2009. “Teachable Agents and the Protégé Effect: Increasing the Effort Towards Learning” Journal of Science Education and Technology. Image source: Jean-Pol Grandmont
  43. 43. “I was referred to you by Paul, because I was looking for some advice regarding surveys and he mentioned you are a great survey expert.”
  44. 44. Huh.
  45. 45. You
  46. 46. People who know more than you You
  47. 47. People who know less than you People who know more than you You
  48. 48. People who know more than you You
  49. 49. omg i am a total n00b People who know more than you You
  50. 50. YouPeople who know less than you
  51. 51. YouPeople who know less than you Wow. Expert!
  52. 52. Teaching builds expertise.
  53. 53. Problem #3 “I don’t want to present for that long”
  54. 54. How to code 1. Import your packages 2. The difference between a string and an integer 3. Here’s what a variable is 4. For Loops 5. Function Defining and You! 6. Call your dataframe a df and just go from there 7. Getting an error? Try resetting your kernel over and over 8. Version control is kind of important 9. If I teach conditional statements, then you’ll know how to use them 10. Class on Classes
  55. 55. Provide a sandbox for people to learn by doing.
  56. 56. Consider the think-pair-share.
  57. 57. 1. Think individually about a topic
  58. 58. 2. Pair up with a partner to talk about it
  59. 59. 3. Share with the rest of the group
  60. 60. Problem #4 “No one is engaged”
  61. 61. Ask people to put away their phones, laptops.
  62. 62. Teaching Tips 1. Teaching a workshop is more scalable than teaching a lot of people one-on-one. 2. Don’t worry about being an expert - you’ll grow your expertise 3. Provide a sandbox for people to apply what they’re learning. 4. Use think-pair-shares to get everyone engaged 5. Ask people to put away their phones, laptops
  63. 63. One last thought.
  64. 64. With what speed and sense of urgency do the X and Y teams approach launching new products and enhancing existing products? ◯ Snails pace ◯ Slightly faster than a snail ◯ An OK pace ◯ Rabbit pace ◯ Lightening Fast ???!
  65. 65. What will you teach?
  66. 66. Thank you! Robyn Rap, Ph.D. Manager, Product Science robyn@indeed.com
  67. 67. New Engineering Manager at Indeed? First: Write Some Code The Importance of Manager Onboarding Paresh Suthar Engineer Manager, Indeed
  68. 68. Who has recently transitioned into a new role as a manager?
  69. 69. Congratulations! You’re a manager. Now what?
  70. 70. managernoun man·ag·er ˈma-ni-jər one that manages
  71. 71. Okay...so what does it mean to manage?
  72. 72. “To handle or direct with a degree of skill”
  73. 73. 2 types of managers
  74. 74. There was the manager who set expectations and goals for me, empowering me to achieve them
  75. 75. Then there was the manager who told me what to do and how to do it
  76. 76. It makes you wonder...how does someone become a manager?
  77. 77. Usually there are two paths: 1. You’re promoted into the position. 2. You’re hired to manage.
  78. 78. Just because you were hired as a manager does not mean you will be effective in the role
  79. 79. Most managers leverage past experiences as their primary guide on how to be effective
  80. 80. Unfortunately, most companies and teams are different in some way
  81. 81. This point was highlighted to me a couple of years ago when I was consulting for a local company
  82. 82. The company decided to assign a manager from a different group to lead this newly formed team
  83. 83. Over a short period of time, the manager began to get more involved with day-to-day decisions
  84. 84. This started to erode confidence in the team
  85. 85. Ultimately led to a stressful working environment
  86. 86. My onboarding journey as a manager at Indeed
  87. 87. I would spend at least one quarter as an individual contributor During that time I would write code and unit tests (of course!), fix bugs, deploy releases, participate in team meetings and more... Before I started, I asked what to expect.
  88. 88. Wait, did you say that I get to write code?
  89. 89. No direct reports No management-related responsibilities Effectively, I was a manager with:
  90. 90. I had the same responsibilities as other engineers
  91. 91. I got to know my team
  92. 92. I got to know my manager
  93. 93. I continued to learn and grow throughout the quarter
  94. 94. As I approached the end of my first quarter, I had discussions with my manager about switching roles
  95. 95. We made the decision that I would manage the Money Team, and I was happy about that
  96. 96. I think the team was happy about it, too
  97. 97. Ideas for your onboarding journey as a manager
  98. 98. View management as a privilege, not a title
  99. 99. Carve out time to do nothing but learn.
  100. 100. Build trust with the team
  101. 101. Get and stay technically engaged
  102. 102. Get feedback early and often
  103. 103. Keep a journal of things you learn
  104. 104. Challenges: You are needed to fill a departure role There are timelines and deliverables You were hired because you know stuff, you don’t need onboarding Fear of re-engaging on technical work
  105. 105. Build trust with the team
  106. 106. Thank you! Paresh Suthar Engineer Manager, Indeed paresh@indeed.com
  107. 107. How to Stop Worrying and Love Product Michael Magan Product Manager, Indeed @m_a_g_a_n
  108. 108. I love being a Product Manager.
  109. 109. Motivate Your Team Build to Last Simplify Requirements 1 2 3
  110. 110. Motivate Your Team
  111. 111. What is Lead Gen?
  112. 112. Self -Serve Sales ?Sign Up
  113. 113. Hiring Need
  114. 114. ? Sign Up
  115. 115. Sign Up Jobs on Their Site Sign Up + Jobs on Their Site
  116. 116. Sign Up + Jobs on Their Site
  117. 117. Source: Internal # of Employer Signups Linked to External Job Sources 150 100 50 # of linkages made vs. time 10 17 24 May ‘17 8 15 22 29 12Jun ‘17 0
  118. 118. # of Employer Signups Linked to External Job Sources # of linkages made vs. time April ‘17 May ‘17 Jun ‘17 Jul ‘17 Aug ‘17 Sep ‘17 Oct ‘17 Nov ‘17 Dec ‘17 Jan ‘18 Feb ‘18 Source: Internal 1250 1000 750 500 250 0
  119. 119. Source: Internal 59,629 Number of Employers with Hiring Needs From Then Until Now
  120. 120. Define how to measure success Incomplete until we can measure success
  121. 121. Cool that there have been 1200 of them since you added that: https://go.indeed.com/IQL 6YTRP38 Wow, awesome
  122. 122. Built to Last
  123. 123. It’s our job
  124. 124. It’s product and the lead developer’s job
  125. 125. Identify the impact Validate that it is the next best feature
  126. 126. Data
  127. 127. Source: Internal 61% of new external jobs came from Applicant Tracking Systems More than
  128. 128. Simplify Requirements
  129. 129. It’s our fault, again
  130. 130. Impact (me) Difficulty (you)
  131. 131. Impact (me) Difficulty (you) Really High Really Hard Low Hard High Medium Low Easy
  132. 132. Impact (me) Difficulty (you) Really High Really Hard Low Hard High Medium Low Easy
  133. 133. Deliver More Iterate More Achieve More
  134. 134. Motivate Your Team Build to Last Simplify Requirements 1 2 3
  135. 135. What do you want from your career?
  136. 136. Lead Developer Director of Engineering Chief Architect CTO
  137. 137. Simplifying complex business needs Identify the most impactful work to do first Measuring the success of your teams
  138. 138. CTO
  139. 139. CEO of the ProductCTO
  140. 140. Questions and break

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