<?xml version="1.0" encoding="utf-8" standalone="yes"?>
<rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom">
  <channel>
    <title>Management on ericsuh.com</title>
    <link>https://www.ericsuh.com/categories/management.html</link>
    <description>Recent content in Management on ericsuh.com</description>
    <generator>Hugo -- gohugo.io</generator>
    <copyright>© 2009 – 2022</copyright>
    <lastBuildDate>Sun, 20 Oct 2019 12:00:00 -0800</lastBuildDate><atom:link href="https://www.ericsuh.com/categories/management/feed.xml" rel="self" type="application/rss+xml" />
    <item>
      <title>My first two years as a manager</title>
      <link>https://www.ericsuh.com/blog/posts/2019/10/first-two-years-as-a-manager.html</link>
      <pubDate>Sun, 20 Oct 2019 12:00:00 -0800</pubDate>
      
      <guid>https://www.ericsuh.com/blog/posts/2019/10/first-two-years-as-a-manager.html</guid>
      <description>It&amp;rsquo;s been about two years since I switched career tracks from software engineering to management, and I feel like I&amp;rsquo;ve learned a ton of lessons, some of which I wish someone had taught me long before I became a manager. Many of them are obvious in retrospect, but I feel like many management lessons are like that. Hopefully, others new to management might find these lessons useful as well.
Delegation and project management When I was an individual contributor, I thought &amp;ldquo;delegation&amp;rdquo; just meant that you ask someone else to do something!</description>
    </item>
    
    <item>
      <title>The end of accountability</title>
      <link>https://www.ericsuh.com/blog/posts/2019/05/end-of-accountability.html</link>
      <pubDate>Mon, 27 May 2019 23:15:00 -0800</pubDate>
      
      <guid>https://www.ericsuh.com/blog/posts/2019/05/end-of-accountability.html</guid>
      <description>I expect that to many people, &amp;ldquo;accountability&amp;rdquo; seems like a euphemism for &amp;ldquo;blame&amp;rdquo;. That&amp;rsquo;s hardly surprising, given how it&amp;rsquo;s used in the media and news.
From a recent Vox article on the opioid epidemic:
An overwhelming majority of Americans want pharmaceutical companies to be held accountable for the opioid epidemic, according to a new NPR and Ipsos poll.
From an op-ed by Chris Hughes, a co-founder of Facebook:
The government must hold Mark accountable&amp;hellip;.</description>
    </item>
    
    <item>
      <title>Modeling Organizations</title>
      <link>https://www.ericsuh.com/blog/posts/2019/03/modeling-organizations.html</link>
      <pubDate>Sat, 16 Mar 2019 23:00:00 -0800</pubDate>
      
      <guid>https://www.ericsuh.com/blog/posts/2019/03/modeling-organizations.html</guid>
      <description>One of my favorite things about High Output Management was the way Andy Grove treated managing organizations as a special case of managing systems. He starts off his book with a model of a company as a breakfast factory.
Similarly, Acolyer in this blog post applies ideas from optimizing distributed systems to the scaling of organizations:
I was thinking about the advice I should give to the CTO of a fast-growing company struggling to maintain velocity amongst all the competing demands on his time.</description>
    </item>
    
    <item>
      <title>Transitioning to management</title>
      <link>https://www.ericsuh.com/blog/posts/2019/02/transitioning-to-management.html</link>
      <pubDate>Mon, 18 Feb 2019 17:25:00 -0800</pubDate>
      
      <guid>https://www.ericsuh.com/blog/posts/2019/02/transitioning-to-management.html</guid>
      <description>About a year and a half ago, I switched roles from software development to management, and it&amp;rsquo;s one of the most satisfying career transitions I&amp;rsquo;ve had. There were a few key factors and resources that I think helped me the most in making the transition.
High Output Management Until I read High Output Management, I didn&amp;rsquo;t really know what managers were supposed to do. I knew I had to hire people, write performance evaluations, and help develop people&amp;rsquo;s careers, but was I supposed to be involved in the architecture of my team&amp;rsquo;s systems?</description>
    </item>
    
    <item>
      <title>Responses to James Damore&#39;s Google &#34;Manifesto&#34;</title>
      <link>https://www.ericsuh.com/blog/posts/2017/08/on-james-damore.html</link>
      <pubDate>Sat, 12 Aug 2017 23:00:00 -0800</pubDate>
      
      <guid>https://www.ericsuh.com/blog/posts/2017/08/on-james-damore.html</guid>
      <description>I don&amp;rsquo;t have anything to say about James Damore&amp;rsquo;s so-called &amp;ldquo;manifesto&amp;rdquo; that these two fine writers haven&amp;rsquo;t already said.
Former Google engineering executive Yonatan Zunger wrote a pretty great piece on what it means to be an engineer, and why Damore&amp;rsquo;s naivety about it undermines his claims about why there might be fewer women in tech:
Essentially, engineering is all about cooperation, collaboration, and empathy for both your colleagues and your customers.</description>
    </item>
    
  </channel>
</rss>
