September 1, 2020 • 11am – 2pm EDT • EMEA and APAC replays
If you look for resources on how to develop your engineers, the skill that’s most often talked about is probably mentoring; but studies have shown that often, mentoring doesn’t help to progress people in the way that we hope.
But there are ways that you can move beyond mentoring to effectively help people grow: use coaching to help them consider their own experiences and analyse their challenges, provide growth opportunities through sponsorship, and provide feedback that works effectively for your team.
You’ll come to this session with an interest in developing your team and leave with:
Why did someone decide to make you a manager, or a lead? Was it because you were smart? Good at your job? Because you always seemed to have the answer? Now that you’ve found yourself in charge, does it feel daunting to have to solve all the problems your team members bring to you?
The world’s best leaders seem to have one thing in common, and it has nothing to do with their intellect or their broad experience. In this short workshop, we’ll discuss how a singular coaching skill can help you level up as a leader and empower your teammates to solve their problems independently and creatively.
Now that we've gotten an introduction to coaching and how it's different from mentorship, it's time to layer in another technique to develop your team, Sponsorship. That's because, when it comes to making significant changes for any individual on a team, like promotions or improving representation on teams, the research has proven over and over that providing sponsorship makes a difference in a measurable way.
I'll talk through what Sponsorship is, why it's powerful, who to sponsor, and most importantly, what to do. By the end, you'll have at least then ideas for what to do: five today and five that you can plan for the future.
Providing feedback is such a fundamental concept within management that it's surprisingly easy to overlook it as a skill. But delivering feedback is indeed a skill, and it can be done well or done poorly. Luckily it's something we can all improve in as long as we approach delivering feedback strategically.
Using Lara Hogan's Feedback Equation, I'll discuss how managers can deliver both redirecting and reinforcing feedback that is specific, objective, and actionable. I'll also discuss why the context in which you deliver feedback is critical for its reception, and reflect on why the opportunity to deliver feedback is a privilege rather than a burden.
Finally, we’ll be joined by several engineering leaders who will reflect on what they’ve learnt in the session. We’ll consider what people with different managerial responsibilities and spheres of influence can do to actively change the way that individuals are developed, and discuss how to take this back to their organisations.
Lara is an author, public speaker, and coach for managers and leaders across the tech industry. As a founder of Wherewithall, Lara and her team run workshops, roundtables, and trainings on core management skills like delivering great feedback and setting clear expectations.
Before Wherewithall, Lara spent a decade growing emerging leaders as the VP of Engineering at Kickstarter and an Engineering Director at Etsy. She champions management as a practice, building fast websites, and celebrating your achievements with donuts (and sometimes sushi).
Her latest book, Resilient Management, is here to help those who find themselves responsible for supporting a team of people.