Technology Management - we must focus on the big and let go of the small

Technology managers should know how to delegate power , This is a classic old topic , Basically, every management tutorial will reflect , And every manager will encounter this problem .
This article is based on personal experience , Talk about this topic again , Talk about something that may be different .

1 Cases around

1.1 Extremely busy R & D position 1 C jun

C You lead the back-end team close 10 people , Code cleanliness , He has a lot of details , Pay attention to all the research and development details , It is shown in the following places

• Most of the library tables are designed by themselves
• carefully review Group member's code , From details to English naming meaning , Sometimes you can easily modify the code written by the team members
• All meetings are attended personally , Understand all the needs
• Do all the operation and maintenance work by yourself

1.2 The rest of the cases

• Architects who modify team member code
  A colleague A jun , After submitting the code after work , Pull the code the next morning , It is found that there are problems in the operation of the project , seen git Only after recording , The architect modified his code in the evening , Caused new problems
• Write code in person CTO
  This is a medium-sized company before , Our big boss When we had a meeting, we said ,“ Previous CTO Always take the project , I talked with him several times before changing his management thinking ”

2 Consequences

technology leader Do everything , Although it makes the project progress 、 Quality can be controlled , But it will bring the following consequences

2.1 I am tired to death , The team members are relaxed but grow slowly

It's still up there C jun , For a long time , Every day 10 Work after o'clock , Even busy until after midnight , And the team members are less than 8 I withdrew at o'clock , Dig out the factor of being embarrassed to leave too early , Team members can leave work earlier .

and C You dare not ask for leave at will , Because many things don't backup, If he asks for leave , It's not easy for others to take over immediately

I don't want to force my colleagues to work overtime , Mainly C Some of your work , It can be distributed to everyone , Team members can work together

It's been a long time , Team members get little practical exercise , Growth will be slower

Although the manager is very tired , But many jobs don't have much technical content , No matter how much you do, you can only become more and more proficient in this , The improvement of its own technology , It doesn't help much

2.2 It is easy to form a speech hall , There is no vitality in the Group

because C You have no details , All specifications 、 Complex modules , There are C Your heavy participation

Team members only do C You analyze the defined content modules , Or no need to think , Or continue to follow C Jun's idea continues to do

At present, the project , Namely C You have the the final say alone , Because he knows the most about the whole project , The rest add up , It's better for him to be alone

In this case , The space for team members to play their own design will be compressed , Think and speak less , The team has no vitality

2.3 It has scattered the time and energy to do the core value

Whether as a technology leader Of C jun , Or the architect above 、CTO, In the management position , The focus of work cannot be coding 了

Training of team members 、 Long term business planning 、 Technology research landing 、 Optimization iteration of project module …… These are things that require a lot of energy , But also as a technology leader, The most desirable output

This is the time , As a technical manager , Dig the employee's code every day , Even do some basic business coding, Just pick up sesame , Lost watermelon

3 Why is that?

in the final analysis , Management thinking 、 It's not hot enough

3.1 Don't trust the team members

A lot of times , It's not that I'm reluctant to give up the little power in my hand , It's about not trusting the team members

For example, the project duration is relatively tight , Leave some to the rest , I'm afraid I can't finish it , Some managers want to finish everything by themselves

3.2 Because of one's personality

A former front-end boss X jun , Very skilled , And bring the team , But when he talked to me in private, he often said , So and so team members , I told him about the required Kung Fu , I can realize this requirement several times

Because he likes to write code , Write fast , So I often met him writing several projects alone before

3.3 I'm really reluctant to delegate power

Such people are relatively few , But there are also , The technology leader after , I think I should hold everything in my hand , I'm afraid I can't master the core , Afraid of being pushed out by the competent employees at the bottom

There is also the feeling of being in charge of everything

3.4 Good personality

sometimes , Managers also delegate power , Also arranged the team members to do a lot of things , But if a team member can't finish complaining , Will immediately help

4 What to do - Decentralization

Most important , Trust the team members , I believe they can do well

4.1 Turn the non leader The job of , Leave it to others

If the project can be completely unnecessary leader Write code , It's normal , Because not writing code doesn't mean you can't cover, Instead, I have enough time , Better control the overall situation from all angles

4.2 Each of them is responsible for all designs of their own modules

Own business module , Design by yourself , Including library table 、 Components , If it is a complex or important module , You can let the team members do the design in advance ,leader Come on review Design

Design of team members , Do some reminders so far , Tell him which piece will have problems ,

Even if the task is obviously beyond the competence of the team member , It can also be achieved by playing an auxiliary way , After all, this kind of strange play is upgraded , Is the only way to work

4.3 Operation and maintenance shift

Establish operation and maintenance shift system , Everyone needs to shoulder , The project is for everyone , Not the manager's own , Carry the pressure together , Share the glory

4.4 Don't intervene too much in details

On the basis of various specifications of the team , Let the team members follow the rules by themselves

Usually silent review, hold review Of list Send it to the team members to do , Don't interrupt the team members' thoughts

4.5 Put proper pressure on the team members

When assigning tasks to team members , Maybe they will be stressed , This is the time , If you should make up lessons by yourself, you should make up lessons , It's time to work overtime

Managers can work overtime with them , But don't help at will

5 What to do - Grasp the most important thing

Concentrate on the blade

5.1 Core structure of the project 、 The golden process

You can let others write , But you must be familiar with , Know the upstream and downstream data flow , Know the business limitations of the system 、 Performance bottleneck

5.2 Project progress 、 Delivery quality

adopt jira And other management tools , Pay attention to the operation of the project , There is no problem in the general direction

5.3 Team development

Technological output 、 Personnel growth , It still needs a lot of effort to do

6 summary

I'm with you, too C You have talked many times , He also knows the truth , He is also gradually separating things from others , Team operation slowly returns to normal .

Because I have encountered similar things before , For a while, it was like C Just like you , When you are struggling to carry the project alone .

Along the way , With different leaders 、 Colleagues have communicated a lot , Basically unified cognition is ,“ It should be put ”、“ Management focuses on the core things ”

In this case , The pattern of managers 、 Vision will be high , There will be better development .