article thumbnail

Coaching IT pros for leadership roles

CIO

I spoke to IT executives and leadership coaches for tips on how to develop the leaders on your team. Start coaching You can teach someone to code, manage money, and complete the tasks of being a manager. But the transition from teacher to coach can be challenging. “I Why does this person want to go into management?”

CTO Coach 317
article thumbnail

Tech Leadership books

Apiumhub

But in the tech industry, where management is also a technical discipline, the learning curve can be brutal. In this practical guide, author Camille Fournier (tech lead turned CTO) takes you through each stage in the journey from engineer to technical manager. Mantle, Ron Lichty Mantle.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

Trending Sources

article thumbnail

Advice from 3 Engineering Leaders on Becoming a Manager of Managers

Gitprime

The transition to becoming a manager of managers requires an entirely new set of skills: hiring, onboarding, and coaching engineering managers are fundamentally different jobs than hiring, onboarding, and coaching engineers. Going from being an IC to being a manager is a really big transition.

article thumbnail

Rise of the Resilient Manager with Lara Hogan

Marcus Blankenship - Podcasts

Manager dens- where you can experience coaching, mentoring, and a safe space, Vegas rules session. @23:57. Mentoring is sharing advice and perspective; coaching is helping someone come to their own conclusions. @25:56. Coaching is what helps people grow. @26:26. What are you optimizing for? @30:24.

article thumbnail

How to build confidence as an engineer: an interview with Rob Zuber, CircleCI CTO

CircleCI

In this series, we pulled aside folks from across our engineering department to talk about confidence. From the technical executives to team members on the ground in engineering, management and site reliability, we wanted to know what “confidence” meant to them, and how it had changed over the course of their careers.

article thumbnail

Bjorn Freeman-Benson: Three Challenges of Distributed Teams

James Shore

Highlights of his career include heading up engineering at New Relic as it grew from 3 developers to 330; growing Invision from 60 developers to 350 as its CTO; working on VisualAge Smalltalk at OTI (Object Technology International); and coordinating the open-source Eclipse developers at the Eclipse Organization. ” he said.

article thumbnail

Bjorn Freeman-Benson: Three Challenges of Distributed Teams

James Shore

Highlights of his career include heading up engineering at New Relic as it grew from 3 developers to 330; growing Invision from 60 developers to 350 as its CTO; working on VisualAge Smalltalk at OTI (Object Technology International); and coordinating the open-source Eclipse developers at the Eclipse Organization. ” he said.