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by pid-1
1459 days ago
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I was in a similar position ~2 years ago. After being a solo DevOps/Sysadmin/Cloud person, my team grew and I found myself doing more and more management stuff. Eventually we all recognized I was the team's manager. We are a small team/org, so I still do engineering work, but I spent about half of my time communicating, planning and drawing the big picture for everyone. Third point is really important, even in small orgs people make bad decisions all the time as they don't understand stuff beyond their silos. I make sure everyone knows how much money we make, how much we spend, what our customers want, what techs we use, what I think we have as tech debt, etc... I leave semester planning to engineers themselves, I just give the info they need to do it correctly. Communication is an enabler for the said third point, I realized talking with people often is important as it makes my "big picture" drastically more realistic. Good luck! |
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> Eventually we all recognized I was the team's manager
Yeah, definitely feels the same for me at the moment.
> I make sure everyone knows how much money we make, how much we spend, what our customers want, what techs we use, what I think we have as tech debt, etc...
I've been on a mission this last week or two to increase platform observability, especially how it relates to revenue impact. We've got a long ways to go, but I'm optimistic!
> I still do engineering work
Curious as to whether you experienced any friction wearing the multiple hats. I'll definitely be in this position, and I'm a little nervous that any development work I do, or code reviews I give will seem more dictator-like, which I think is antithetical to a high performing team. Maybe just strong communication here is the key as well.