Dmitry F.

The best thing I see (not just regarding portfolios but products as well) is some text saying what you do and then showing it. This is the most powerful thing for human comprehension. Do not go far check out Remix website and you will get it.

It might seem obvious but apply to jobs with similar technology requirements to the skills you posses. It does not mean that you won’t go through the training process. Regardless of you experience it is normal. Every company has its own unique ecosystem, which you will have to learn. But this training will go way smoother with correct skills.

From what I saw companies would rather see one big project rather than a lot of small ones. They want to see you overcome problems within one context rather than implementing a series of one time solutions.

Do not get drawn into snappy trendy work memes and truly identify your subordinate. Identify his/her experience, competence and position knowledge. Understanding the personality type would also help a great deal. Only after that decide on the management style and if micromanagement is something you do not need. Because I say that a lot but for unexperienced subordinate who does not know what to do and how to do micromanagement is the way to go as a management technique. He/she will learn faster under this management and faster will require a new management style like coaching and guiding. Only at later stages you will be able to completely delegate tasks to your subordinate and this tasks will be done and a good level.

In my experience feedback is the most important part with any subordinate you have. But you need to know how to deliver it. With unexperienced subordinate you can deliver it straight and motivated person will take it well (If you are taking unexperienced people to work they must be motivated or there is no point). When experience and knowledge grows the feedback should start to be more settled and explanatory. Why? A subordinate with experience (especially the ones with some but not a lot) grew some arrogants and needs better explanation on things he/she does wrong. In summary understand the experience level and find a suitable approach towards it.

In my experience there are always 4 different types of subordinates and unfortunately with a type who is very unexperienced but motivated you need to micromanage. Nowadays the word micromanage took a bad turn but it simply means controlling every detail of a subordinate activity. With an experienced person you definitely should not practice this and act as a coach who defines clear goals and expectations and then receives result. However with an unexperienced subordinate micromanagement is necessary first of all for the subordinate’s sake! He/she will never learn if you won’t control the work they do and won’t be on top of everything. Maybe I am wrong but I see good results. Understand the type and adapt towards it. One way is not the way.