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Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Keynote)

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Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Keynote)

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On March 1 2018, Indeed hosted a series of talks about leadership and management in the tech industry. Lighting talks included Data Scientist Robyn Rap with "Fish a Manager to Teach," Product Manager Michael Magan's "What Your Product Manager Wants from a Tech Lead," and Engineering Manager Paresh Suthar discussed "New Engineering Manager at Indeed? First: Write Some Code."

Ketan Gangatirkar, head of Job Seeker Engineering, provided the keynote "Quantum Leap: From Managing a Team to Leading an Org."

On March 1 2018, Indeed hosted a series of talks about leadership and management in the tech industry. Lighting talks included Data Scientist Robyn Rap with "Fish a Manager to Teach," Product Manager Michael Magan's "What Your Product Manager Wants from a Tech Lead," and Engineering Manager Paresh Suthar discussed "New Engineering Manager at Indeed? First: Write Some Code."

Ketan Gangatirkar, head of Job Seeker Engineering, provided the keynote "Quantum Leap: From Managing a Team to Leading an Org."

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Indeed Engineering and The Lead Developer Present: Tech Leadership and Management (Keynote)

  1. 1. Ketan Gangatirkar Quantum Leap From Managing a Team to Leading an Org Job Seeker Engineering
  2. 2. A brief history of my time (at Indeed)
  3. 3. 2009 Individual contributor
  4. 4. 2012 4 direct reports 1 office
  5. 5. 2015 25 direct reports 3 offices
  6. 6. 2018 4 direct reports…
  7. 7. 2018 4 direct reports… 135+ indirect reports 6 locations worldwide
  8. 8. Understand the job
  9. 9. Your job is not to build a product
  10. 10. Your job is to build an organization that builds a product. Kris Gale former VP of Engineering at Yammer (paraphrased)
  11. 11. What's the difference?
  12. 12. Laughing at taco jokes
  13. 13. Making taco jokes
  14. 14. Running a joqueria
  15. 15. Franchising joqueriasRunning a chain of joquerias
  16. 16. Truths that stop being true
  17. 17. Your team Your product What's going on What's going to happen As a manager, you know...
  18. 18. You know your team
  19. 19. ? ? ?
  20. 20. ? ? ? ? ?? ? ? ? ? ? ? ? ??? ? ? ? ? ? ? ? ? ? ? ? ?? ? ? ?? ? ?? ? ? ?
  21. 21. You know your product
  22. 22. “The execs in my review were out of touch with [the] state of my product and were making suggestions that were not entirely relevant.”
  23. 23. “The execs in my review were out of touch with [the] state of my product and were making suggestions that were not entirely relevant.”It me
  24. 24. You know what’s going on
  25. 25. You will become thoroughly ignorant of important things
  26. 26. Your life is predictable
  27. 27. 90% normal, 10% unusual
  28. 28. Leader lyf 10% routine, 90% unexpected 10% normal, 90% unusual
  29. 29. "A high probability of low probability events"
  30. 30. Understand your organization
  31. 31. Coping with ignorance
  32. 32. Ask basic questions Sometimes it's good not to know too much
  33. 33. Ask basic questions
  34. 34. What are the pros and cons?
  35. 35. What's the worst that could happen?
  36. 36. How hard would it be to make it 10% better?
  37. 37. What's the backup plan?
  38. 38. =
  39. 39. Challenge "impossible"
  40. 40. "Couldn't we just…?"
  41. 41. "Couldn't we just…?"
  42. 42. "Couldn't we just…?"
  43. 43. What matters + What's practical
  44. 44. Get the information you need
  45. 45. Information that comes to you is i̵m̷p̶e̸r̴f̶e̸c̵t̵ What they think you want to know Random Distorted What people want you to know Ž̷̗̌ a̴͍̯͑ ̣l̸̙̻̆̄g̶̖̊̋ ǫ̷͈͛̂̕ ̶͉̯̭̈́̈́̕h̸̤͘é̴̠̭͛͘ ̵̧̞̱̈́c̸̞̆͒̚ o̶͔̤͝ m̴̤̭͖͋ e̷͖̒͐ s̷̽ ͈̖̀
  46. 46. Skip levels
  47. 47. Occasional private meeting with indirect reports
  48. 48. Being "available" is not enough Being "available" is not enough
  49. 49. People don't enter open doors
  50. 50. "Deko is busy"
  51. 51. "He has more important things to do"
  52. 52. "I don't want to bother him"
  53. 53. Go to people
  54. 54. Their location Their schedule Their convenience
  55. 55. No relationship Undermines their manager How often? Just right
  56. 56. Starting the conversation
  57. 57. "This isn't the only time we can meet. Feel free to reserve time on my calendar."
  58. 58. "You can always send me an email. I can't always respond quickly, but I'll respond."
  59. 59. "If I forget something I owe you, you can remind me."
  60. 60. "If it's important to you, it's a good use of my time."
  61. 61. Focus on them
  62. 62. "What do you want to talk about?"
  63. 63. "How do you like your work?"
  64. 64. "How do you like your team?"
  65. 65. "What advice do you have for your manager?"
  66. 66. "Do you understand your purpose and our strategy?"
  67. 67. "Are you happy with your direction?"
  68. 68. Ask for feedback
  69. 69. "How am I doing?"
  70. 70. "How would you like things to be different?"
  71. 71. "Are there areas where I could do better?"
  72. 72. "How do you think the organization is doing?"
  73. 73. "What should I pay more attention to?"
  74. 74. Listen more than you talk
  75. 75. Listen more than you talk Let them drive
  76. 76. Listen more than you talk Let them drive Don’t commit to change
  77. 77. Listen more than you talk Let them drive Don’t commit to change Be friendly
  78. 78. Listen more than you talk Let them drive Don’t commit to change Be friendly Don't argue
  79. 79. Hear the message behind the words
  80. 80. I'm unhappy
  81. 81. I don’t like my manager
  82. 82. I don’t understand
  83. 83. I feel stuck
  84. 84. Look for... Uncomfortable body language Terse answers Equivocating Lack of eye contact Changing the subject
  85. 85. Bad news
  86. 86. You want bad news
  87. 87. You want bad news Don't go praising for fish
  88. 88. Bad news is good news It means people are comfortable
  89. 89. Getting just good news Is bad news
  90. 90. Lead your organization
  91. 91. Why people should do things
  92. 92. Why people should do things
  93. 93. Delegate
  94. 94. You should only see tough decisions
  95. 95. True delegation Goals Constraints Authority
  96. 96. What can they do? 1 Without your action? 2 Without your permission? 3 Without your knowledge?
  97. 97. Expect them to do things differently
  98. 98. Find leaders who are different than you More impulsive or more d e l i b e r a t e More in iv or more analytical More AGGRESSIVE or more cautious More focused on people or process
  99. 99. Discovering what to change
  100. 100. Three categories of organizational performance 01 Results 02 Effectiveness 03 Health
  101. 101. 01 Results Complete On time On budget Quality
  102. 102. 02 Effectiveness Speed Predictability Efficiency Capacity
  103. 103. 03 Health Continuous Improvement Happiness Organizational Growth Professional Growth Satisfaction
  104. 104. Make fixes
  105. 105. Avoid leadership by editing 10 Ask for work 20 Get work 30 Review work 40 Request improvements 50 GOTO 20
  106. 106. 10 Ask for work 20 Get work 30 Review work 40 Request improvements 50 GOTO 20 60 rem See people's souls wither and die Avoid leadership by editing
  107. 107. Correction after means bad guidance before
  108. 108. Intervention is addictive
  109. 109. Monkey patching your org
  110. 110. If it's wrong, figure out why it seems right
  111. 111. Everything anyone does makes sense to them
  112. 112. Root Causes Skills Information Priorities People Your leadership
  113. 113. Drive change
  114. 114. Every organization can be better
  115. 115. Change ahead of need
  116. 116. If everyone sees the need, you waited too long
  117. 117. repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication repetitive communication
  118. 118. Figure out your message
  119. 119. Make it simple
  120. 120. Adapt the message to the time, place, audience, and situation
  121. 121. I . Ayudo a las personas a conseguir trabajos How do we help more people get jobs? Are we showing people jobs they can get? Does that help people get jobs? I help people get jobs. I help jobs get people. How many people would be able to get jobs?
  122. 122. What the job is like
  123. 123. You will constantly be failing
  124. 124. Need = ∞ Capacity < ∞
  125. 125. There are few easy days
  126. 126. “It doesn't get easier. You just go faster.” Greg Lemond
  127. 127. There are no normal days
  128. 128. ✔ Practicing for a talk ✔ Assembling an offer ✔ Investigating an outage ✔ Strategy for a new office ✔ Talking to a potential acquisition target ✔ Discussing a change in product direction ✔ Dealing with a quit ✔ Talking to a services vendor Plus, routine 1:1s, skip levels, and status meetings Different stuff, different day
  129. 129. Beware side effects
  130. 130. With great power…
  131. 131. Comes bad aim
  132. 132. "Shouldn't" replaces "can't" Morale Politics Boundaries Unpredictable consequences
  133. 133. Less freedom and less control Constraints increase faster than power
  134. 134. Your words have weight
  135. 135. What you can get done
  136. 136. 5%
  137. 137. 20%
  138. 138. “If everything seems under control, you're not going fast enough.” Mario Andretti
  139. 139. This job isn't for everyone
  140. 140. Failure rolls uphill
  141. 141. Everything is too slow
  142. 142. Everything is too hard
  143. 143. #1 #1 #1 #1 #1 #1 #1 #1 #1 #1
  144. 144. The workload is infinite
  145. 145. #adulting
  146. 146. #adulting
  147. 147. If you succeed, it's because you have a great team
  148. 148. If you fail, it's because you're a bad leader
  149. 149. From here to there
  150. 150. Learn constantly
  151. 151. Become an astute observer
  152. 152. Learn the job before you have the job
  153. 153. Get a mentor
  154. 154. Try pieces of the job
  155. 155. Lots more to Learn Dividing responsibility Driving change change Strategy Managing managers When to get involved Measurement Dealing with adversity
  156. 156. "Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership." Peter Drucker
  157. 157. IT YOU
  158. 158. The Art and Science of Product Metrics May 30, 2018 – 6:30 Indeed Austin Headquarters Donal McMahon Head of Data Science Ketan Gangatirkar Job Seeker Engineering
  159. 159. The end
  160. 160. Questions?

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