A top tip for new Software Engineers

Every time you start a new job there is newfound energy that comes with the new territory. You feel rejuvenated and ready to learn. This is a powerful force and when used correctly can speed up learning in your new environment as a software engineer extremely fast. Typically, you enter a new working environment with less bias about what you prefer to work on. This bias slowly accumulates over time and will eventually result in a preference.

I can write this article from a couple of different points of view. I am focusing purely on maximizing domain knowledge as a new Software Engineer and learning many different skills. This is not for everyone but I realize that most engineers struggle to understand their domain because of a lack of communication channels and or engagement or maybe just the sheer volume of information that overwhelms engineers.

Success depends on what you are willing to put in!

The noise at the office.

Before the world had to deal with Covid-19, I spent most of my time in an open office environment with loads of noise around. This noise was mainly people discussing work, yes, and the occasional social discussion, well let’s be honest a whole lot more of that. We aren’t part of these work desk discussions thus why would it be relevant to us?

The accepted solution is to cancel this out by putting on our earphones with some of our favorite music or podcasts to block it out and focus on work. Nothing wrong with that. Software engineers need solid focus time.

However, whilst it could be perceived as noise I would argue differently in that there are copious amounts of gold nuggets in the audio moving around the office. In previous jobs I had, I would remove my earphones and listen to the office chats and write down some of the terms or jargon I heard for exploring later. If you struggle to work and listen at the same time then take 15 minutes when the chatter is high or specific people are conversing and write down what you hear.

This presents a good opportunity to approach these colleagues and ask what this means in the context of the business. This learning did not fall on your lap accidentally you were looking for it and probably learned faster than you would have. Active learning! And, bonus! you showed interest and socialized with a colleague.

Doing this continuously over time will increase your knowledge and the positive by-product is to give you the ability to become part of the conversation if you decide to.

I’m working from home now!

“Ok, but with Covid-19 I started working from home. What do I do now?”.

Chat applications are the new office environment and most business-related chats at the office will move into some chat or personal channel on Teams, Zoom, Slack, or Google Meet.

There is an obscene amount of chatter in these channels and the noise (information) can be so much more than in an office. These are much easier to ignore no earphones are required. If you are new to the domain all the chatter in the chat application will be the gold nuggets you need. It is tough to follow all the channels and notifications have become the poison to our attention span.

Schedule 15 minutes during morning, midday, and evening respectively to work through these messages and write down terms or concepts you aren’t familiar with. Approach the person in a personal chat and ASK or ask in the next general meeting in a video call direct. Typically asking a question in a chat on a large channel can result in “bystander effect” where everyone else thinks someone else will answer potentially ending up with no response. This is a real phenomenon. Don’t take it personal

Remember, you will eventually learn the domain but it is in YOUR control how fast you want to learn. Learning one domain gives you the experience to more easily navigate the next.

Conclusion

Fostering this kind of awareness early on in your career will set you up for success. When you are new to a domain you are often given overwhelming knowledge transfers during hours of meetings and/or documentation that don’t provide a good starting point but rather context skipping how to get to the document is explaining.

Using this strategy allows you to put the pieces of the puzzle together until you have the full context and will greatly assist in adding context to those KTs and documentation.

Don’t wait for people to tell you what to do or feed you the info. Be proactive. Awareness, observation and just being a good listener promote active learning. This sets you apart and shows initiative which are skills managers want to see!

A top tip for new Software Engineers

How to improve one-on-one conversations as a Dev Manager

I love having a one-on-one sessions with my manager. This time I associate with productivity and growth not to sound selfish but for 30 minutes it is about me and my career. The feedback is immediate on what I’m doing well, and what I can improve. No use waiting for the year-end review to first learn what I could have done better! The improvement starts immediately.

But I have learned from my failures and past managers what I prefer not to do to myself and what I should do for others.

On Linkedin I often see my connections post frequent motivational posts regarding leadership. I know some of these people who post because I worked with them. Therefore, I have some insight into their circumstances and how their superiors acted during their time at the company.

This is just my personal opinion and I have no data to back this. However, often I see these posts are about “leader vs manager” and cannot help but think this is aimed at their previous manager because of a disappointment for not growing or valuing them which ultimately became the reason for their departure.

The point I’m trying to make is your actions as a manager can affect a person negatively for a very long time. Someone is not having fun because of your ignorance and actions. THAT IS POWER!

Easy steps to effective conversations

I have rock-solid steps to improve one-on-one conversations with your engineers almost immediately. It is specific to online meetings because it is where the worst of our habits presents itself. In the face-to-face meeting, listen, engage, and be respectful. Success will depend if you are open to it as a manager and not necessarily depend on the employee. These are easy to do and all it requires is a shift in focus.

Switch on your camera

Let the person on the other side be assured they have your full attention. It is important to carry across a message with the correct body language. Tough conversations for example must have body language to show that this is not emotionless but comes from a deeply concerned and caring nature.

Do not multitask

In one-on-one multitasking is a big no-no. It is easy to spot when someone is reading while in a meeting. It takes away the focus from the conversation and affects the memory which is essential for a decision to be made on behalf of this person’s career growth. Relax your shoulders or cross your fingers in front of you. These conversations can provide us with valuable insight and clues that may be useful in other discussions, creating new opportunities for the engineer. This conversation takes 30 minutes. Being respectful to them cultivates respect for you as their manager.

Keep notes

Simple but effective. If you recall past conversations there is nothing more indicative that my manager is listening to me. On the flip side, managers can use it to hold the engineer accountable and honest.

The above steps are simple yet highly effective.

The manager’s part in the conversation

Typically, when I hire a new engineer I ask them what they want to work towards. It typically is seniority, architecture, analysis, or leadership. There are many people in an organization they can partner with to learn from. We need to help facilitate these connections and create opportunities for our people.

During every other one-on-one, we revisit their progress toward their goals. It is a good opportunity to identify gaps. For example, maybe they are too code-focused and need to learn, as a future software architect how the entire system functions. The manager can intercept this early on and advise the engineer on how to improve their approach.

As I previously mentioned, imagine you as the engineer only receives feedback at their end-of-year review! I kid you not, this happens! I have experienced this at three of my previous jobs. It is a long time to wait to get feedback. What if I’ve done something wrong and only feel the “punishment” (feedback or reward) end of the year?

The need for negative feedback originates from an event and therefore must be dealt with immediately. Immediate feedback kick-starts the remedial process and allows for course correction to take place for the engineer. It preserves the person’s confidence in the long run.

But as managers, we often miss these opportunities.

As a manager and someone who is concerned with another’s growth and advancement, this presents a fantastic opportunity to transform failure into success. Taking a keen interest in your engineer’s career and staying up to date with their activities enables immediate course correction if it is required.

This must be the conversation almost every one-on-one with the person. There should be no surprises at the end of the year review.

We as managers do not always have access to budget or promotions and even if we do there is always such a balancing act and it is impossible to give to everyone. Therefore, taking a keen interest in someone’s career and growing them is in your control and is the best we can do for our people. It may just keep them a little bit longer at the company because they are being valued and we take interest in them.

It doesn’t always have to be money and title

I cannot overstate it enough the influence the manager has over their engineers. I’m sure you have seen many posts on LinkedIn saying; “People leave managers, not companies”. I say this is true over and over. Managers are also in the spotlight when engineers leave companies due to the type of work they perform. The manager can help by finding a new role or moving the engineer onto a new project or team.

Conclusion

If you find managing people easy you are doing something wrong. If you are managing people just for the title, stop doing it and pivot your approach. Your responsibility is to grow your people into a better version of themselves. When they eventually leave the company and many do you can feel proud that they are leaving better than what they started. In the end, they are leaving because of their managers because you helped them become a better version of themself.

How to improve one-on-one conversations as a Dev Manager