<p>In this episode, Dave and Jamison answer these questions:</p> <ol> <li> <p>I’m approaching 15 years of experience with the last 7 years at fang. About a year ago I was promoted to staff engineer (thanks to the podcast) and switched to an adjacent team under the same director. I have never actively pursued a management role but I’ve been starting to think about it more.</p> <p>A colleague of mine just announced they need to take extended medical leave (1-2 months) and I was asked to fill in as a temporary manager while they are out. How do I go about managing a team if everyone knows it’s short lived? Should I just try to keep the team alive or aim higher? Is 1-2 months enough for me to get a sense of whether I’d enjoy management? I feel like I’ve dived into the deep end and it’s scary but also exciting.</p> <p>I love the podcast, I’ve listened to every episode! I’ll take whatever comedy or advice you have to offer.</p> </li> <li> <p>Bobby Drop Tables asks,</p> <p>Recently came out of a salary negotiation where HR blocked a payrise because they said I was already the highest paid non-management position dev. While I’m getting paid well for the market, I wouldn’t say it’s a ridiculous amount. HR said they wanted a fairly flat salary range across the organisation, with pay differences being dealt with via performance bonuses.</p> <p>On paper this sounds good for most departments (sales, engineering etc), but I’m really struggling to figure out what metrics management could use to assess the software team. It feels like any metric that could be dreamt up could/would be gamed and would likely have negative consequences.</p> <p>Have you ever come across any decent metrics or methods for assessing software performance when it comes to performance bonuses? Especially when the team lead might not have a say in who gets what or how much?</p> </li> </ol>
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