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”How do I manage difficult developers?” and more…

In today’s small group mentoring session we had a bunch of good questions which touched on topics like:

  • How do I manage difficult developers?
  • Identifying and communicating our hidden expectations of developers
  • Transitioning from a “family” to “sport-team” mindset
  • Finding new areas of growth for ourselves
  • What to do when people leave in droves

All good stuff!

Here’s the questions we discussed today:

I’ve noticed that some developers are much harder to manage than others, though I’m not sure why. Do other people find this to be true? How big a variance do you see?

As I look back I see a set of unspoken expectations that were hidden, even from me. These are causing me problems, and frustrating my team. What should I do?

My company has decided to stop hiring junior people and only hire senior engineers. This sounds great, but what problems might this cause?

How can I learn more about the business side of the company, even though I’m an Engineering Manager? What benefits are there, and is it worth my time?

I’ve had a rash of people leaving lately, for various reasons, and now people are calling the company a “dumpster fire”. How do I combat that idea before others leave?

Do you have questions like these that you’d like to get answered?

When you join your colleagues in my mentoring group, you’ll get instant access to today’s recording and invitations to all future sessions as long as you’re a member.

BONUS: the mentoring group also includes a dedicated Slack channel to facilitate discussion between sessions.

Sign up now and start your free 14-day trial. After that, it’s just $650/month.

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About Marcus Blankenship

Where other technical coaches focus on process or tools, I focus on the human aspects of your Programmer to Manager transition. I help you hire the right people, create the right culture, and setup the right process which achieves your goals. Managing your team isn't something you learned in college. In fact, my clients often tell me "I never prepared for this role, I always focused on doing the work". If you're ready to improve your leadership, process and team, find out how I can help you.

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