“The negative person is easier to deal with than the brilliant jerk. Make it clear to him that the behavior has to change, bring clear examples, and provide corrective feedback quickly after things happen. Sometimes the negative person is just unhappy and the best thing to do is to help him leave the team on good terms; you must be prepared for this outcome. Other times, the person has no idea about the impact he’s having on the team, and a quick chat will be all that’s needed to curtail the incidents. Be careful that vocally negative people don’t stay in that mindset on your team for long. The kind of toxic drama that is created by these energy vampires is hard for even the best manager to combat. The best defense is a good offense in this case, and quick action is essential.”

这个确实很重要，一个人的一些问题会影响到周围和他接触的人，甚至整个组，需要即使应对。

“Ask the CTO: Managing a Former Peer I just got promoted to run my team over another peer of mine, a senior engineer who also wanted the job. How can I make sure to manage this so that I don’t alienate him while still taking on the role?

This experience can be deeply awkward, so the first thing to do is to acknowledge that. If you’re now managing someone who was truly your peer, acknowledge the weirdness of the transition. Be honest and transparent with this person that you’re going to do the best job you can, but you’ll need his help to do it. You need him to be honest with you about the things that are going well and the things that are not. You’re going to have to be a little bit vulnerable with him, because you won’t be perfect the first time around.

Next, remember that your job has changed in some big ways. As his manager, you may now have the ability to override his decisions, but use this power very cautiously. Using your managerial power to override technical decisions is usually a bad idea. Resist the temptation to micromanage people—especially those who used to be your peers. They’re going to be sensitive to the feeling that you’ve been “rewarded,” even if they didn’t want to become managers themselves. If you question their every move and try to make every single decision yourself, you’ll make this sensitivity much worse.

A corollary here is that you’re going to have to let go of some of your previous work as you ease into the additional responsibilities of people management. Every step up the management chain will mean adding new responsibilities and giving up some of your old ones. You can use this situation to your advantage with former peers by openly giving them more control over some of that technical work you used to own. This is also an opportunity to give new challenges to more junior members of the team. While many engineering organizations want first-level managers to continue to write some code, they likely expect the code those managers write to be smaller features, bug fixes, and enhancements, rather than deep new systems.”

Throughout all of this change, your goal is to show the team that you’re committed to helping them succeed. Your new role isn’t taking anything away from the rest of the team; it’s only giving you some new responsibilities that either were being neglected or used to belong to someone else, and shifting some of your old responsibilities to other members of the team.”

这个是我目前要面对的问题。自己对于技术的责任要移交出去一部分，以及怎么和之前的peer相处，虽然我的情况简单很多，因为之前半年到一年我就是一直扮演着TL的角色，只是现在需要负责他们的performance review以及对整个组负责而已。