Bandwidth miscalculation is the biggest problem imo. Clearly stating time required per task with some pointers to justify (eg: 2 days backend, 1 day frontend, 1 day testing + fixes) might help your manager explain this to higher ups and prioritise.  
  
  It's better to ship 2 things/week instead of delaying the release by a few days to fit 4 tickets. The customer should get continuous updates

Yeah not sure why it's a sin to under commit and over deliver. They usually do the other way around

Data engineer

Software Engineer

Product Manager

You mentioned your team is left with little time to devise a solution. This is where you can gather thoughts from the team and put it in a healthy way in front of your manager. 
 Let them know that execution needs time and that's the consensus.

Well his idea is to not reinvent the wheel so why waste time in finding a solution when you can just ask for help. As I said, not a tech person

Support Engineer

My manager, while not technically inclined, oversees an engineering team, making it challenging to update him on intricate scenarios beyond his expertise. He tends to consult his former team, unrel...

Welcome to Software Engineers's Private Community

My manager, while not technically inclined, oversees an engineering team, making it challenging to update him on intricate scenarios beyond his expertise. He tends to consult his former team, unrelated to our current one, for guidance when he doesn't grasp the situation. Additionally, he organizes meetings with external parties for minor issues, leaving little time for our team to devise solutions. He often proposes numerous ideas that exceed our current bandwidth. His commitments to higher-ups and clients sometimes involve unusual deliverables. While I don't view him negatively, there's a misalignment within our team. How can I navigate this situation?"

Dealing with non tech Manager.

Dealing with non tech Manager.- Grapevine

So, my friend wanted to take up task with other team, his manager didn't want it. So the manager took him among the other team members and publicly humiliated him showcasing that he is worried as fuck about the task in hand(he was just excited) and that they are putting pressure on him(they weren't)

I started thinking, if this happened with me, I don't have a comeback, but I wouldn't wanna stay with a manager who uses his own people to get ahead. Would you?

If your manager used you as a scapegoat in a situation, would you still continue in the job?

Consultant

Welcome to Product Managers's Private Community

Same as title.
As a product manager, what to do when your EM is not supportive and passes the buck to you always, doesn't accept mistakes, instead waits for the chance to blame you instead.
You can't even escalate, because of course you have only one EM. Of course, your team's EM will not change.

How to cope with bad EM?

Welcome to Data Scientists's Private Community

My job is to develop applications and dashboards for my clients. My client manager is an enthusiast. He asks for my base code which usually i don't share or pbix files for the dashboards which again I don't share. When I say i don't share it means we share frontend and not the backend.

Ideally, if I share the whole logic, he may find a different developer and modify my code, which might be legal but not a usual practice. Anyways my concern is that he tries to find faults with it which again is not something that he should be doing.

Do you think this is right? And anything I can do to make him stop this?

The client asks for code.

Welcome to Office Gossip's Private Community

Need help with the office situation.

Our team recently(10 months back) onboarded a new Engineering Manager. Initially he showed some red flags but the team decided to give him some time to settle in the role. Now he is making life hard for junior employees. He doesn’t have enough insights around the product and keeps on fighting with the employees and keeps updating the leaders around the resistance being faced from the team. 
I am pretty sure he is working on this philosophy that just make old employees helpless enough so that they leave and he gets to be the new king of the team. Currently he struggles to get respect from the current team.
Any help around how this situation can be remedied?

He has built good repo with the VP and director. The leadership doesn’t seem to care for what’s happening at the ground level.

Tried providing feedback via anonymous channels, now the VP is setting up one on ones with each member and just bullying around what’s the problem. If you mention anything then it will be established as your problem otherwise if you don’t share anything, it would be asked why such negative feedback

New EM making old employees life hard

Software Developer

For me it’s always around stakeholder management. 

I’m kind of an introvert, and it drains down all my energy to talk to different sort of people throughout the day. Post meetings, I barely have any energy left to actually work on stuff that is important. I kind of have sleepless nights, especially when I have to present something to senior leadership, I know they will have questions, or will slice/dice data in a way that will require me 2/3 days of work to get back to them. 

Luckily, I’ve got an EM who kind of handles the engineering part really well. So I’m not bogged down by the meetings on engineering front. 

What do hacks do you use to really align well with stakeholders?

ps: my manager is kind of supportive, but they will throw me under the bus, if tough questions are asked in any of the high level meetings.

What are some of the toughest problems you face on daily basis as a PM?

UX/UI Designer

I am fed up with people who try to steal other people’s credit. Be it your manager, your colleague or anyone how do you avoid them from taking your credit for the work you have done. Worst part is seeing them try hard to showcase it as their own. What do you all suggest for such situations?

Avoiding people who feed on other’s credit

I’ve been insufferable at work since 2-3 months now. Total time at my company- 6mo 21 days. Profile - Product Management 
My engineering team seems to be taking no ownership and always have their brahmastra ready that it didn’t come from product’s side. QA again is so great that I have to sit and thoroughly test each release end to end. 
My manager- he’s quite interested in taking my career fwd as a project manager. (I am not) He’s a total asshole and is quite concerned with start dates and end dates of tasks ( mind you, I am not the one actually writing the code but somehow the dates are my responsibility). He totally micromanages and somehow keeps blaming me for each small thing.
Examples:
- My engg team isn’t taking ownership: “you aren’t keeping them motivated enough”
- This isn’t a last minute change : “Do you attend standups? You aren’t communicating well”
- The QA tested and approved it, hence we released it. : “But did you test it? “
- Here are the release notes. : “This looks too jazzy, did you copy from GPT”
- Here are the release notes. : “This looks too basic, did you not copy from GPT”

I could go on forever. 

Gust: I am quite unhappy and is causing me unnecessary stress everyday. Also I don’t feel there’s a solution possible

Should I rage quit?

how do you guys deal with managers setting up unrealistic deadlines? My manager without even consulting the team about efforts required gave the estimated completion date of the project which is impossible to deliver by that time. I tried to reason with him several times about extending the timeline but he doesn't listen at all. what should i do in this case?

unrealistic deadlines

Analyst

I have a colleague who is terribly inefficient at work. She breaks the code all the time and her code throws runtime errors all the time. 

While I do my due diligence during code reviews, it’s hard for me to justify it all the time. Most of the time, I end up fixing her issues. I do communicate the scope of improvement every time I review her code and add a dozens of basic review comments. While she does fix the issues, she doesn’t follow basic rules. I expect better from her being 11-12 years experienced software engineer.

Having said that, she speaks to me nicely and she is always friendly with the team. I have given her feedback multiple times in a friendly manner and she does seem to take it positive. But I don’t see that getting reflected in her work. She keeps repeating the same mistakes.

She simply doesn’t think the big picture while coding. Applies point fix and makes it work temporarily, screwing the other features of application.

My manager is overly chilled guy. He hardly cares about my code or her code. He doesn’t understand any code and talking to him in a technical language is a waste of time. Even if we encounter a production issue, my manager doesn’t show any signs of concerns. 

How do I deal with this situation?

How to handle inefficient collegue who is nice with you?

Software Architect

I'm relatively early in my career, and has been working as a Program Manager (it doesn't mean that I have anyone reporting to me). I love what I do. The pay is also decent. 

I also like software engineering (app development mainly). I used to code regularly and has got some apps on the Play Store as well (hobby projects, not big). 

I'm confused whether I should continue as a Program Manager (going down the managerial route) or switch to a Software Engineering role. I feel like I should get some software engineering experience before being in a role working closely with Software Engineers. But, another thought is why move away from something that I love doing. 

I'm a bit scared on taking a decision (grass would always be greener on the other side). I don't know anyone like me in the same route.

Note: I work at a fortune 50 organisation, awesome team/manager, and all of them are completely supportive of whatever decision I make. 

My manager is happy to help me grow in any direction (both at the same time as well), but spending energy on one would yield better results. 

Age: <25
Education: B.Tech (no MBA)
Exp: ~ 2 years

Note: I would definitely love to be a good manager down the lane (always liked working with people). 


(I don't want to make this into a thread to fight on coding v/s non coding roles)

Managerial Role vs Engineering Role

Fellow engineers, as the title suggests, here is some brief : my L1 has the same exp as me in terms of total yoe, just that he is an older employee of my current company, writes shitty code, is an average engineer, same with L2, average engineer, even worse manager, and I am kind of stuck beneath them and I think my growth and learning is stagnated now.

I do understand that switching the job is one way, but I gotta survive meanwhile.

I just had a one on one with my L2, it brought out no outcome.

Please guide me,

How do you deal with incompetent managers ?

Welcome to Indian Startups's Private Community

As the title suggests, does it make sense to talk about a colleagues’s inability to deliver to my manager. The colleague’s incompetence to take ownership is very evident now to everyone and the manager is not taking any steps on it. Others have to basically cleanup and babysit him. Worse part, this colleague gets paid the highest in the team. At this point it’s just breeding resentment across the team. How to handle this situation? Any tips. Early stage startup, the manager is part of the founding team.

Should you confront your manager about a colleague’s incompetence?

Do not get involved. Try to minimise your own additional work due to that colleague. In one-to-one meeting with manager, let the manager know. Use the words: I just wanted to bring your attention to one more matter. Then describe the challenges that you face. Not your team. Do not gang up, do not conspire or collaborate. Do not mention about how other colleagues feel the same way. If your manager takes a negative opinion of these activity, you'll be fucked, because such a thing would create a negative impression. If the manager is not inclined to go by your judgement of your colleague's competence, you'll lose face. But it's much easier to control the narrative and restore your manager's confidence in you in a one-on-one conversation, than when it's a group mutiny. No matter what others tell you, do not get encouraged. People often sound like they're with you, but they often are not. They won't back their statements, and you'll be alone holding the bag. And moreover, if you stay out of it, you'll be able to carry the high ground of being above the fray, out of politics, and being balanced. Don't do netagiri of this sort. Conserve it for initiatives for which getting consensus is harder. It might be possible that you're the only one feeling so strongly about it. Then you may be in need of a weekend, or someone to vent to, or even therapy. But get your hate in check.

Generalist

Currently working for Foreign Startup, under a Indian Engineering Manager.

Manager is incompetent, doesn't like disagreemets. If you disagree with him, then he goes to length to make your life diffult. Already seen few examples in the team. 

There are red flag all over the place. I'm not sure how upper management is not able to catch him. He does the politics, favoritism, etc...

List goes on and on. Any help would be appreciated.

P.S Don't want to leave the company in this market.

How to Deal with Toxic Manager

Hi folks,

I'm looking forward to an engg role where the team is distributed in 2 to 3 countries. Both my Reporting Manager and Sr. EM sit in the US and are of Chinese origin. Rest 3 to 4 Devs are in Bangalore and rest in other South East Asian country. 

Work and tech wise it's pretty good. Interesting product with great tech to work with. WLB is good. WFO is 3 days a week. Comp is also good.

I'm supposed to have standup/product meetings starting mostly from 9 or 10 am for timezone overlap with manager 1:1 scheduled once every week and wrap up the day by 5 or 6 pm. Should I accept the role or reject it?

Reporting manager in the US

I have a senior in my team who considers herself a manager, when she's not. She's just my senior.  She will ping me 100 times in a day and delegate me more tasks before even before the first one is complete. She knows nothing about how work is done as she keeps delegating it to others. If I don't respond she keeps calling and she calls me in the middle of the night too. I have a really cool manager who doesn't ping me daily, will only ask for the deliverables on the deadline. I would have ignored my senior as she's not really the manager but she is the manager's pet. I have seen her delegate tasks to her seniors as well. It's been only a month since I have joined. Any advice on how do I deal with this? It's getting really frustrating.

Dealing with non tech Manager.

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