Programmer Humor

You seem like a person who wants to try and do well and be a good manager. So be very careful of burnout, because the constant tension between doing what is right for your team and meeting upper-management expectations can drive you crazy. It did me anyway, which is why I don't manage anymore.

Take regular vacations and actually disconnect from work when you do. Try to do the same for at least 1 or 2 weekends per month. Being organized is important and helps with the job and the burnout, but there's a thin line between "keeping notes in Obsidian keeps me focused" and "my entire 2nd job is now maintaining Jira tickets."

Organization is for you, keep it for you, and don't let your organizing become a part of your "public api" or else it'll become another avenue for status updates that you're obliged to maintain. Turning your notes and private charts into data for upper management is why you compile special reports, just for them.

I always thought project managers were useless until I got a good one. Then I realized the issue was that most I've dealt with were as useful as this parrot

The key of a good PM is to know their job is to ensure you can do yours. My good PM had that internalized and his only goal was to remove obstacles for us... glorious times

So if I were to say, "I'm playing phone tag with the vendors liaison because all he does is poorly repeat what I ask to others inside the company", my good PM would get on the phone with the vendor and get a list of contacts so I could skip the crappy middle man

Another time I said, the network folks don't agree with the security folks on how to proceed. He would get everyone in the same room and get all ducks in a row, then let me know what the decision was.

If I said, I'm wasting half my day asking for availability to book meetings, he would ask who I needed to talk to and book everything himself

There's some good advice below. I'm not a programmer (vastly different field), but the most important things you can do are to:

• get to know your technical people; their skills, and their personalities

• trust your technical people when they say something is difficult to do.

These two steps will help you get a lot of 'good will' from your team and make them feel like you've got their back.

Was working on a team of 4 people, each with a different skillset (frontend, backend, design, CMS). The project manager basically just told us what we have to do in which order, without explicitly telling us who or how someone should do it, which i think everyone appreciated and worked really well for everyone.

In my last role there was no project management, and the Boss just assigned random tasks to anyone, regardless of his skillset. One week i had to work on jQuery UI from 10 years ago, next week on some exotic server language with barely any documentation, no examples and no stack overflow help. His philosopy was "fuck your skills and preferences, everyone has to know everything!".

Before I quit there was some meeting how everyone must now learn video editing, because the product documentation (still with IE 6 screenshots) was not updated anymore but instead we would teach and explain the product in videos "because tiktok is very popular nowdays".

12 year SDE + 12 year TPM vet here.

Do everything you can to help your software engineers (or whoever is doing the work) have as much focus time as they need. Buffer your meetings and questions to one chunk of time per day. Encourage them to block-out and protect their focus time. And encourage the team to keep office hours so they can still make themselves available to others, but in a controlled way.

Be transparent with the business's goals and frustrations you are facing. There's an attitude (often among inexperienced devs) that PMs are good for nothing; just an interface to the rest of the business, and a source of where tasks come from. And some certainly are that, but a good PM is worth their weight in gold.

Find a good mentor, and start thinking about your next career step now.

Do retros every week or two and use them to improve the process. Best way to learn from others.

Just being forced to talk about how it's going and what's blocking can be helpful, so I'm glad you're questioning for to be more useful, not doing a little rubber-ducking isn't all bad.

C-suites exist to be roadblocks (and money sinks). Part of me thinks these CEOs profiting off layoffs need to be jailed, much in the same manner Iceland jailed the bankers in 2008.

That's kind of an insult to the parrot, isn't it?