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by Danny Perez

丹尼·佩雷斯(Danny Perez)

这些书帮助我度过了第一次成为技术主管的经历 (These books helped me navigate my first time being a tech lead)

The tech lead was moving to another team for a long-term assignment, and I took over as the engineering manager/team lead.

该技术负责人正在转移到另一个团队进行长期任务，而我接任了工程经理/团队负责人。

From the outside, the tech lead’s job seemed doable, but I quickly realized I was getting in over my head. Unfortunately, my team was responsible for a lot of centralized infrastructure as well as day-to-day technical operations. I had no tech lead training, and how could there be? I was certain that the tech lead role was so different across companies, so how could there be guidelines to it?

从外部看，技术负责人的工作似乎可行，但我很快意识到自己已陷入困境。 不幸的是，我的团队负责许多集中式基础架构以及日常技术操作。 我没有技术主管培训，怎么会有呢？ 我确信各个公司的技术领导角色是如此不同，那么该如何制定指导方针呢？

In my previous role as the senior engineer on my team, I felt capable of tackling larger projects, but I only ever had 1 project to tackle. Now, I needed to manage 3–5 projects for my small team of 5 engineers.

在担任团队高级工程师之前，我觉得自己有能力处理较大的项目，但我只有一个项目需要解决。 现在，我需要为5个工程师组成的小型团队管理3–5个项目。

The best I could do was do as the last person did which only gets you far enough to keep your head above water. I realized that the only way for me to get past this would be to hit the books, and learn all the management that I never learned in college.

我能做的最好的事情就是像最后一个人那样做，这只会使您走得足够远，无法让您的头在水面。 我意识到，要克服这一点，唯一的办法就是打书，学习我从未在大学学过的所有管理方法。

I read a lot that year. More than the past 3 years combined. The most helpful books I read all boiled down to 3 areas of the job that I (like many others) struggled with: dealing with team & individual performance, delegating, and making my team a great team to work on.

那年我读了很多书。 超过过去3年的总和。 我读过的最有帮助的书归结为我(与许多其他人一样)所苦苦挣扎的3个领域：与团队和个人绩效打交道，委派代表，以及使我的团队成为一支出色的团队来工作。

*Disclaimer: I’ve tried to link to the authors website where I could. Otherwise, the links go to Amazon (not referral links) if you want to get the book. I have no association with any of the below authors, just a fan of their writing.

*免责声明：我已尝试链接到作者网站。 否则，如果您想获得这本书，则链接会转到Amazon(而不是引荐链接)。 我与以下任何作家都没有联系，只是他们的写作爱好者。

处理绩效 (Dealing with performance)

One thing that I felt affected the team was an under-performing team member. Surely like many others, I hadn’t ever seen an effective performance review myself, or seen how other leads dealt with performance on their team (thats probably a good thing, but unhelpful for me).

我觉得影响团队的一件事是团队绩效不佳。 当然，像其他许多人一样，我自己从未见过有效的绩效评估，也从未见过其他领导如何处理其团队的绩效(这可能是一件好事，但对我无济于事)。

While I know at a high level what you’re supposed to do, like talk about and deal with the problem, I struggled to actually do it — how could I, a new lead, give feedback to someone who was previously a peer on my team? It’s definitely awkward the first few times!

虽然我从高层次上知道您应该做什么，例如谈论和处理问题，但我还是很难做到这一点–我如何才能成为新的领导，向以前是我的同行的人提供反馈球队？ 前几次肯定很尴尬！

Fortunately, in this area, there are people much smarter than I who have shared their experiences in great deal to help you get past these types of problems.

幸运的是，在这个领域，有比我聪明得多的人，他们分享了很多经验，可以帮助您克服这些类型的问题。

• Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott

  激进的坦率：在不失去人性的情况下成为踢屁股的老板

  If you want to focus on giving great feedback — this provides a pretty powerful mental model for giving and receiving feedback without feeling like a jerk. It’s focused on being upfront with people, lest you be plotting against them or humiliating them.

  如果您想专注于提供出色的反馈，这将为您提供一个非常强大的心理模型，使您可以不觉得自己像混蛋一样提供和接收反馈。 它着重于与人打交道，以免您与人密谋或侮辱他们。

• Leading Teams: 10 challenges and solutions by Mandy Flint, Elisabet Vinberg Hearn and Debugging Teams: Better Productivity through Collaboration by Brian W. Fitzpatrick, Ben Collins-Sussman

  领导团队：Mandy Flint，Elisabet Vinberg Hearn和调试团队 提出的10个挑战和解决方案 ：Ben Collins-Sussman的Brian W. Fitzpatrick通过合作提高生产力

  If you want to focus on getting yourself un-stuck from some problems on your team — these 2 books go in-depth on common issues that teams might have, and some step-by-step guidelines for how to deal with them.

  如果您想专注于使自己摆脱团队中的某些问题-这两本书深入探讨了团队可能遇到的常见问题，以及一些有关如何处理它们的逐步指南。

  This was an area I didn’t feel comfortable asking any of the other managers about. We had many small teams, and we were all very friendly so it was hard to find people you can talk to. The next best thing was seeing what other more successful leaders had done in these scenarios.

  在这个领域，我不愿意向其他经理询问。 我们有许多小团队，我们都很友好，因此很难找到可以与之交谈的人。 接下来的最好的事情就是看看其他更成功的领导者在这些情况下做了什么。

• Manager Conversation with Low Performers at UMCB on Youtube

  在YouTube上与UMCB的绩效低下的经理对话

  It’s very rare you’ll ever get to shadow someone else’s performance review — they’re private and personal by nature (or you’re HR). If you’ve ever wondered what a “good” conversation about poor performance could look like, this video helped me a TON! There’s some other related videos there that will show you what NOT to do, but it is great to see how you can quickly diffuse an awkward situation.

  很少有人会掩盖其他人的绩效评估，因为他们本质上是私人的和私人的(或者您是HR)。 如果您想知道关于性能低下的“好”对话会是什么样子，那么这段视频可以帮助我！ 那里还有其他一些相关的视频，这些视频将向您展示不该做的事情，但是很高兴看到您如何Swift消除尴尬的情况。

Lesson #1 summary: Be incredibly explicit about your expectations with their job so that they can never say, “How was I supposed to know?”

第1课小结：对您对他们的工作的期望非常明确，以使他们永远不会说：“我应该怎么知道？”

委托 (Delegating)

Another awkward part about my job was telling people what to do — our team had a mission that we were mostly aligned on, but we don’t always get to work on cool stuff and the work still has to get done on time.

关于我的工作的另一个尴尬之处是告诉人们该怎么做-我们的团队的使命是我们几乎始终如一地完成工作，但我们并不总是致力于出色的工作，而工作仍然必须按时完成。

I had seen other people do it well, I had seen others do it poorly — but I wouldn’t have been able to explain to you why. I felt awkward the first few times saying, “hey Roger, can you take a look at this issue?” only to have that developer come back with something that I wasn’t expecting (see Lesson #1).

我见过别人做得很好，我见过别人做得不好-但我无法向您解释原因。 头几次我感到很尴尬，“嗨，罗杰，您能看看这个问题吗？” 只是让那个开发人员返回我没想到的东西(请参阅第1课)。

When I was a fellow engineer on the team, I felt capable of working on bigger projects and making sure that we shipped the right things. But now, I was also accountable for all the projects the team was working on, not just mine. I had about twice as many things to do now, and the typical-engineer-turned-manager in a bout of frustration might ask, “When am i supposed to code if I’m stuck in meetings and dealing with people all the time?”

当我是团队的一名工程师时，我感到有能力从事更大的项目并确保我们交付正确的东西。 但是现在，我还负责团队正在从事的所有项目，而不仅仅是我的。 我现在要做的事情差不多是以前的两倍，而一个典型的工程师转而沮丧的经理可能会问：“我应该什么时候编写代码，如果我一直呆在会议和与人打交道中？ ”

It was difficult to juggle all the projects that I was now responsible for, as well as do the work on critical projects, and plan cross-team initiatives, and insert 20 more things here.

很难兼顾我现在负责的所有项目以及关键项目的工作，计划跨团队计划，并在这里再插入20多个内容。

• How to Delegate (Essential Managers Series) by Robert Heller

  罗伯特·海勒(Robert Heller)如何委托(基本经理系列)

• The Busy Manager’s Guide to Delegation (Worksmart Series) by Richard Luecke, Perry McIntosh

  派瑞·麦金托什(Perry McIntosh)的理查德·吕克(Richard Luecke)的《忙碌的经理委派指南》(Worksmart系列)

To summarize these books: be incredibly explicit about your expectations with projects/tasks so that they can never say, “How was I supposed to know?”

总结这些书：对项目/任务的期望非常明确，这样他们就永远不会说：“我应该怎么知道？”

While these two books sound a little cheesy, they gave me a great framework and process for delegating. After reading them, I started blocking out time on my calendar for going through our projects and trying to match people’s goals and motivations with the work we had to do. A bunch of us got AWS certificates, one engineer earned with a promotion, and an intern joined us full-time. And we built great stuff too.

尽管这两本书听起来有些俗气，但它们为我提供了一个很好的授权框架和流程。 阅读完这些内容后，我开始在日历上浪费时间进行项目研究，并尝试使人们的目标和动机与我们要做的工作相匹配。 我们中的许多人都获得了AWS证书，一名工程师获得了晋升，一名实习生全职加入了我们。 我们也创造了很棒的东西。

组建一个好的团队 (Making a good team)

One way to build a better team is to see more teams and how they operate, and use them as guiding examples for building your own teams. The catch is, barring you leaving your job and working elsewhere, you won’t get to see that many teams and so you might not even know what your team would look like at its best!

建立一支更好的团队的一种方法是查看更多的团队及其运作方式，并将它们用作建立自己的团队的指导示例。 要注意的是，除非您离开工作岗位并在其他地方工作，否则您将看不到很多团队，因此您甚至可能不知道自己的团队看起来最好！

I absolutely loved reading these books because they provided case studies of real teams with real stories across some high-profile companies. Some people had really crappy times at their job, others didn’t, and they explain why in-depth.

我绝对喜欢阅读这些书，因为它们提供了一些知名公司的真实团队案例和真实故事的案例研究。 有些人的工作确实很糟糕，而其他人则没有，他们解释了为什么要深入。

These books are more focused on software engineering teams:

这些书更侧重于软件工程团队：

• Talking with Tech Leads: From Novices to Practitioners by Patrick Kua

  与技术负责人交谈：从新手到从业者Patrick Kua

  Patrick Kua is a great speaker

  Patrick Kua是一位出色的演讲者

  with some of his talks available on Youtube about technical leadership covering things like What I wish I knew as a first time Tech Lead and Geek’s Guide to Leading Teams

  他在YouTube上发表的有关技术领导力的一些演讲涵盖了我希望我第一次了解的内容，例如技术主管和极客领导团队指南

• Building Software Teams: Ten Best Practices for Effective Software Development by Joost Visser, Sylvan Rigal, Gijs Wijnholds, Zeeger Lubsen

  建立软件团队：Joost Visser，Sylvan Rigal，Gijs Wijnholds和Zeeger Lubsen进行有效软件开发的十个最佳实践

These books cover teams in general:

这些书籍涵盖了一般的团队：

• Beautiful Teams: Inspiring and Cautionary Tales from Veteran Team Leaders by Andrew Stellman, Jennifer Greene

  美丽的团队：资深团队负责人的鼓舞人心和谨慎的故事

• Extreme Teams: Why Pixar, Netflix, Airbnb, and Other Cutting-Edge Companies Succeed Where Most Fail by Robert Bruce Shaw

  极限团队：罗伯特·布鲁斯·肖(Robert Bruce Shaw)为何皮克斯(Pixar)，Netflix，Airbnb和其他尖端公司在失败最多的地方获得成功

• Scaling Teams: Strategies for Building Successful Teams and Organizations by David Loftesness, Alexander Grosse

  扩展团队：建立成功团队和组织的策略，作者：David Loftesness，Alexander Grosse

To summarize these in one sentence: Be incredibly explicit about your expectations with the team’s culture so that they can never say, “How as I supposed to know?”

用一句话来概括这些内容： 对团队的文化要有明确的期望，这样他们就永远不会说：“我应该怎么知道？”

结语 (Wrapping up)

I had a great time leading my team for over a year. While at times, it was incredibly daunting to think how I would get through a particularly problematic week, my team would stay on track and over time, we were able to move to more proactive work. There’s many different areas in management where you could spend days and day learning, but if you do 1 thing and nothing else…

我度过了愉快的时光，带领团队超过一年。 有时，思考我如何度过一个特别麻烦的一周是令人难以置信的艰巨，但是我的团队会保持步伐，并且随着时间的流逝，我们能够进行更积极的工作。 管理中有许多不同的领域，您可以日复一日地学习，但是，如果您做一件事情就什么都不做……

Tell your team to be incredibly explicit about their expectations from you as their lead so that you can never say, “How was I supposed to know?”

告诉您的团队非常明确地表达您对他们的期望(作为领导)，这样您就永远不会说：“我应该怎么知道？”

Fellow tech leads on Medium: What was the hardest part of becoming a tech lead for the first time?

中级技术领导者：首次成为技术领导者最困难的部分是什么？

If you enjoyed the article, give it some ? and follow me here on Medium.

如果您喜欢这篇文章，请给它一些？ 然后在“ Medium”上关注我。

Originally published at www.intricatecloud.io on December 11, 2018.

最初于2018年12月11日发布在www.intricatecloud.io 。

翻译自: https://www.freecodecamp.org/news/these-books-helped-me-navigate-my-first-time-being-a-tech-lead-a9e0d100524f/

粒度过粗