Preface
Recently, I found that everyone likes to read interview-related articles. I also followed a wave of wind to summarize the problems I encountered in the interview and share some of the most asked questions in the interview.
Hope to provide some help to friends who are looking for work.
Well, let's not say much, let's enter the topic.
Generally speaking, engineers who meet these three conditions will be promoted to management: strong technical ability, business proficient, and soft quality up to standard. (Of course it depends on whether the company has any vacancies for management positions and your personal wishes). Let's start with the key points below.
Technical aspect: The depth and width of commonly used technologies are indispensable, and the architectural capability is very critical. Otherwise, the technical direction is not well grasped, and technical decision-making is prone to problems. If the technical ability has not reached a certain level, it is not recommended to transfer to management too early (personal perception ability should be at least close to Ali's P7, Tencent's T3-1, Baidu's T6).
Business: If you don’t understand the business, the technology can’t be implemented. It requires not only familiarity with the business, but also a strong business awareness. (If you can come up with good ideas from the technical dimension and help the business get better results, this kind of leader is very popular welcome).
Soft quality up to standard: The term soft quality is a bit general. I personally think that the two core points are the ability to communicate and coordinate and do things that are not reliable. Softness can be exercised, but it must be consciously improved. The famous management scientist Chen Chunhua said, “A person is promoted by an organization not because of ability, but because of trust.” There are many smart people, but few reliable people. What is more important than ability is the sense of work commitment and Reliable attitude.
If you think that the above three aspects have met the requirements, I think it is just a chance, otherwise, you can improve yourself.
2 What was your original intention for choosing to do management?
Someone asked me a question before, "Do you think I am suitable for management? Can you give me some suggestions?", I did not answer him directly at the time, but asked him instead, "Can you tell me first, management is right? What do you mean? What can it bring you?". Of course, I am not questioning him, but I want him to reflect on his original intention of management. I think the "primitive motivation" will determine how much pressure you can carry and how far you can go in management. Regarding the original intention, I have seen the most common sayings:
- Technology cannot be done for a lifetime. Many seniors turn to management after reaching a certain level of ability. I think so too.
- I have encountered a promotion bottleneck on the technical route and want to try the management direction to see if I am suitable
- The company is growing too fast, the boss asked me to lead the team, but I can’t help it
- Managers have high salaries and are excellent representatives in the eyes of others
- Command and do things, you can break away from the execution level, the higher you go, the easier it is
The above categories are all driven by "external factors". To be honest, it is difficult to go far on the road of management. Because technical management is extremely complex and trivial work, it is far less relaxed and beautiful than you imagined. Under these external forces, the results of your decision-making are often inconsistent with your expectations. At this time, your grievances And the pain of transformation will appear, and you begin to question whether the path you have chosen is wrong?
Let's look at another question. As a technical manager, what do you think is its value for the company, the team, and you personally? My personal interpretation is this:
- For the company: can lead the technical team to support the business and help the business achieve the company's strategic goals.
- For the team: plan the direction, don't let the team members rush, and at the same time help them grow.
- For individuals: improve their technical and management capabilities.
This is the basic understanding of technical management positions, and your original intention must be based on this knowledge. Then ask yourself: Do you recognize the value of this position? If you feel that it is all about sacrificing yourself to achieve the company and team, then you cannot be happy, nor can you do well.
The second question, are you passionate about the work of managers? And enjoy the process? For example, project coordination, such as formulating processes and promoting implementation, such as recruitment. If you say that I only like to do technology-related work (such as architecture design, technical review, etc.), then you should take the technical route.
Recognize the value of technical management positions, and can stimulate your willingness to invest. These are the best motivations at the bottom. Your growth and rewards are all things that come naturally after you pay. So this original intention is very important, and the three views must be righteous.
3 What puzzles or challenges will you encounter during the transition period?
During the transition period, you will experience changes in mentality and work style, and many things will refresh your perception. The following points, I think, are the confusion or challenges that most people will encounter during the transformation process:
- Not enough time : After becoming a team leader, there are a lot of daily affairs to be dealt with, you have to participate in various meetings, and sometimes you need to allocate a part of your energy to front-line coding. The time is completely fragmented and is not enough.
- Suspected team members’ low efficiency : a simple requirement or technical problem you think is handed over to team members, and their processing time far exceeds your expectations. When the outside world pressures you, you can’t help but complain and blame, and start to do it yourself Dealing with it over time, I am used to being on the front line, and I feel that this is the most efficient.
- Hate the complexity of interpersonal relationships : internally and externally, up and down, you need to deal with people of different positions and different levels every day, some are reliable, some are unreliable, some things you think are simple but difficult to promote , I feel emotional intelligence is not enough.
- The sense of accomplishment is not strong : You occasionally receive negative feedback from superiors, peers, and even subordinates. You start to question your management ability. Unlike being an engineer, you are not often recognized and have a strong sense of gap.
- Don't dare to give up on the front line : I am worried that I am not suitable for management. If I break away from the front line, I feel that my technical capabilities will stagnate. If you don't give up on the front line, and you can't keep up with your energy, you can't grasp this degree.
The above doubts are the points that I have experienced the most in the process of personal transformation. I will give my own views and suggestions in the following article.
4 What kind of mind should be possessed during the transition period?
From technology transformation to management, more is not the change of ability, but the change of thinking mode and behavior. Many leaders who have just transitioned do not manage well, and most of them are not because of poor ability, but because of cognition. The following points, I think, are the mentality that leaders must have during the transition period:
- Learn to consider issues from the perspective of the team
- Focus on implementation details
- Learn to use your strengths and be tolerant
- Pay attention to emotional intelligence and do a good job of self-emotion control
- Time management
Learn to consider issues from a team perspective
As an engineer in the past, it was more from the point of view of the matter itself or from a personal point of view. After becoming a leader, it is the most important to transform into a team thinking, because your KPI depends on the completion of your entire team, and you have to weigh the team as a whole Benefits and effectiveness.
end
I also summarized most of the interview questions and answers involved in the Internet company Android programmer interviews, and compiled documents, as well as the system's advanced learning video materials, and shared them for free.
(Including the application of Java in Android development, APP framework knowledge system, advanced UI, all-round performance tuning, NDK development, audio and video technology, artificial intelligence technology, cross-platform technology and other technical materials), I hope to help you before the interview Reviewing and finding a good job will also save everyone time to search for information on the Internet to learn.
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