Masterclass Further Discussion: Succeed As a New Manager

Tonight, @maryam will be joining us for a masterclass focusing on how you can manage and lead teams successfully.

If we don’t get to your questions on the night, we’ll add them to the thread below for Maryam to answer later. If you’d like to continue the conversation from the webinar, this thread is an excellent place to do that :grin: Share resources and follow up success stories from your learnings here!

Of course, the recording of the masterclass will be available to everyone in the Masterclass section of our website after.


Resources mentioned in the session

Maryam’s talk from TestBash Home last year

Mentioned at the start of the session

The book that Maryam mentioned

Emily Webbers manual

Questions we didn’t get to

  1. @bpennell: I’m in an organisation that has given me complete freedom to set my own strategy and goals. They haven’t been interested in reports on number of production bugs, or reductions thereof - which is tough when I’m trying to decide what’s most important to a company. How do you come up with a mission when the start-up doesn’t seem to understand the value of what you’re doing?
  2. @antonella: Have you ever felt that even if you do your best as a manager, company policies don’t help out in certain situations? (or that they don’t go in the same direction as your managerial “style”?)
  3. @kayleeb: Can you recommend any best practices that you would expect your QA team to adhere to?
  4. Me: How do you advise someone who is as empathetic as you are to put up those boundaries for difficult conversations? Are there any techniques you’ve found more useful than others?
  5. @kmak2019: I’m curious about the folks who need the mentoring (from your mentoring story on your resource who needed better soft skills). Did they go to someone else? Was the same expectation set for them to be mentored?
  6. @paul.crimes: Any tips for management of a team that you’ve been promoted from within, previous friendships can be strained when you have to make awkward decisions, say No or toe the company line.
    6.1 @ryanl responded with: I haven’t experienced this myself, but Julie Zhou talks about her experience in her book, “The Making of a Manager” The Making of a Manager Book by Julie Zhuo
  7. D-A: Could such a chart (What’s your shape) be used to evaluate team members ?
  8. @dover: When do you agree or review this team manual with your team?
  9. @irving: how hard/easy is to jump from engineering to management in a new company when you have no experience in management, any tip to get it well?
  10. Chris: Do you usually have a team dedicated to manual testing? Or you prefer having QA Engineers doing both manual and automation please?
  11. @sangeethaar: How would you manage a very silent and calm team ? How can we encourage them to bring up their thoughts?
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@bpennell Tough one :slight_smile: I would say think about the high-level problems you need to solve and create a mission around it. Also, the mission should in some way also related to the vision of the organisation. Good luck!

@antonella yes. All the time. It has sometimes been a challenge between personal values and company values. I have mostly ended up leaving the organisation after trying to find a balance for 6 months.

@kayleeb communication, transparency, documenting any updates /introductions to processes.

@heather_reid choose when you want to have difficult conversations. I find it’s easier when your brain is ready to accept negative comments.


@kmak2019 They actually did not go to anyone else. The problem in that case was they didn’t see it as a problem whereas a good leader knows that soft skills are extremely important.

@paul.crimes say No. Set he rules of engagement early. I think this is also hugely positive as you already know each other’s strengths and can actually discuss how you can better work together in moving a goal forward. And yes, the book mentioned by @ryanl is great for items like this.

@dover whenever we have more than 3 new team joiners :slight_smile:

@irving there is no manual for this. Read, ask for feedback, find mentors.

@chris the later. I do think it also depends massively on the type of product the organisation is using.

@sangeethaar Calm is good. Silent not so much so. 1-2-1 conversations work better in these circumstances. If even that is unsuccessful, find people in the organisation who they are comfortable with and ask them to put their ideas there.


@maryam, thanks for your advice.

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Thank you for your answer! :slight_smile:

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