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EINIGE FUNKTIONEN DIESER WEBSITE ERFORDERN IHRE ZUSTIMMUNG, DAMIT COOKIES
RICHTIG FUNKTIONIEREN.


ICH STIMME COOKIES ZU ICH WILL MEHR INFORMATIONEN
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VISUAL MAPPING INTO PEOPLE MANAGEMENT: MEET CURRICULUM MANAGER JIWON SHIN

September 2, 2024 | Lessons Learned | 7 min read


KAITLIN HUGHES

Product Marketing Manager, Brand and Content

IN THIS ARTICLE:

 * Who is Jiwon Shin?
 * Jiwon’s Transition to People Management
 * Jiwon’s Management Philosophy and Skill of Choice

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“I approach my directs with a collaborative mindset, giving them the opportunity
to be the expert and advise me on what they'd do in my shoes. Having a
discussion and opening the space to let them share their opinions based on their
expertise is really important.”



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In this series of interviews with managers across Skillsoft, we aimed to uncover
the power skills that play a pivotal role in managing technical teams.
Throughout the series, you’ll hear from distinctive technical leaders across the
Skillsoft team, ranging from curriculum developers to a director of software
engineering, to shed light on the unique challenges technical managers face in
people management roles. 

In the dynamic world of tech education and leadership, Jiwon Shin stands out. As
the curriculum manager of Skillsoft’s Codecademy programming and software
development courses, she leads a team of five instructional designers and has
already distinguished herself as a collaborative and compassionate leader.
During our conversation with Jiwon, she shed light on the journey that brought
her to Skillsoft and the skills she has found invaluable throughout her time as
a people manager.


WHO IS JIWON SHIN?

From an early age, Jiwon found herself drawn to teaching and mentoring others.
She grew up in a family of educators and always found that teaching and caring
for others came naturally. After earning her undergraduate degree in Computer
Science, Jiwon pursued a master's at NYU Tish School of the Arts in Interactive
Telecommunications. Here, her studies in motion and depth tracking technology,
particularly in alignment with dance movements, underscored her
interdisciplinary approach to technology and creativity. Her interest in coding
was catalyzed by an early graduate school experience at Google’s Summer of Code,
where she first started as a software engineer before transitioning into a
mentorship role.

“I've always been interested in mentoring and helping other grad students learn
how to program. The coding program was unique because it brought together
different people from different backgrounds, some who loved art but were new to
programming and others who were new to art and loved programming. And because
I'd been living between the spaces for a while, I was able to help both sides
understand and marry them together.”

Jiwon's career trajectory took a pivotal turn when she joined Codecademy as a
curriculum developer. This role not only allowed her to hone her technical
skills as a coding professional but also to delve into crafting educational
pathways that would empower aspiring programmers, especially women entering
technical careers. Her natural inclination towards teaching and mentoring played
a significant role in shaping her desire to make complex technical concepts
accessible to learners of all backgrounds.

As her responsibilities grew, Jiwon transitioned into a management role,
initially guided by a mentor who recognized her potential as a leader.


JIWON’S TRANSITION TO PEOPLE MANAGEMENT

After spending about three years in various curriculum developer roles
at Codecademy, Jiwon’s manager at the time pushed her to consider her career
trajectory for the next one, two, and five years. He wanted to see Jiwon succeed
and was committed, as a manager, to positioning her for success. 

“My first manager at Skillsoft was great. He cared about what I did on the
day-to-day but also encouraged me to think about what I wanted to a year or
three years down the road. He really poked me into thinking about it sooner
rather than later. He asked if I would ever want to be a manager and if I'd be
interested in having a direct report. I told him why not? He gave me some
informal mentoring opportunities within the department and really helped me to
see management in a more bite-sized way.”

She recalled a project where she was asked to create a skill map for everything
that someone was trying to be a front-end developer needs to know. She fondly
described this as one of her first projects where she could dip her toes into
strategic planning for the department. Jiwon was able to take a step back from
individual course creation and think about the fundamental skills front-end
developers need to be successful. Everything from designing user interfaces to
implementation to debugging, this project allowed her to view curriculum
development from a broader perspective. It also contributed to her interest in
pursuing a management role where these projects become a primary responsibility,
enabling her to develop her strategic planning and critical thinking skills.

It was in early 2023 that Jiwon was officially promoted to curriculum manager
where she began her new manager journey. The transition from individual
contributor, where Jiwon could rely on her technical expertise, to manager where
she needed invaluable power skills like communication and active listening was
an adjustment. 

Jiwon’s first direct report ended up being someone she already knew and had a
personal friendship with. For Jiwon, this meant having to quickly adjust to
having a friend as a direct report, and as a manager making sure she was
setting healthy work and personal boundaries. Jiwon and her new direct report
had to establish a clear definition of their professional relationship from the
get-go and make sure they both felt comfortable with the new dynamic. Jiwon
found that communication and autonomy rose to the forefront of her management
style, because she had the trust with this team member from the beginning. 

“My biggest challenge of making the transition to manager was that everyone is
different. Everyone cares about different things and works differently. I know
that's a fact, but acknowledging it from the manager's perspective, I feel like
does need a bit more time to click. In the context of a classroom, a teacher
knows every student learns differently. But then if you're not teaching, and you
are people managing, it takes a moment to acknowledge that. You learn quickly
that something might’ve worked well with my first report does not necessarily
work with well with my second or other direct reports.”

Currently, Jiwon leads a team of instructional designers who specialize in
developing programming and software developer curriculum. Her role blends
technical expertise with a deep commitment to fostering a collaborative and
supportive work environment. She believes in empowering her team members to
innovate and grow, reflecting her belief that effective management is about
enabling others to achieve their professional goals.


JIWON’S MANAGEMENT PHILOSOPHY AND SKILL OF CHOICE

“Something that is important to recognize on a technical team is you're never
going to be an expert in everything. I could tell everyone that I'm an expert in
all things programming and software development, but really, that's just not
possible. So, instead, I approach my directs with a collaborative mindset,
giving them the opportunity to be the expert and advise me on what they'd do in
my shoes. Having a discussion and opening the space to let them share their
opinions based on their expertise is really important.” 

One of Jiwon's pivotal growth areas as a manager was mastering difficult
conversations. She approaches these with empathy and constructive feedback,
ensuring that negative feedback is framed in a way that promotes growth and
invites input from her team members on improvement strategies. This approach has
proven not only to help build trust but also to cultivate a culture of
continuous learning and mutual respect amongst her team members.

Rather than being seen as just a boss, Jiwon prefers the term advisor,
reflecting her desire for her team to take ownership of their work and
accomplishments. She believes in celebrating successes openly, giving her team
visibility and recognition for their contributions.

Jiwon's emphasis on collaboration as a cornerstone of effective leadership
resonates deeply in today's fast-paced and interconnected work environments.

Managers like Jiwon recognize that technical expertise alone isn't enough to
drive success; fostering collaboration, communication, empathy, and mentorship
among team members is equally essential. 

As technology continues to evolve rapidly, the ability of managers to navigate
and harness the diverse strengths of their teams becomes a strategic advantage.
Jiwon's insights serve as a compelling reminder that investing in power skills
isn't just beneficial—it's imperative for nurturing high-performing teams and
achieving sustained success in the ever-changing landscape of technology and
innovation.

Invest in Your Tech Managers

Lessons Learned


FROM CLASSROOM TEACHER TO CONFIDENT PROGRAMMING LEADER: MEET SR. CURRICULUM
MANAGER SARAI FERNANDEZ

September 17, 2024 | 7 min read
“I do, we do, you do.” Continue reading...
Kaitlin Hughes

Lessons Learned


EXPERT PROJECT MANAGER TO EMPOWERED PEOPLE LEADER: MEET SR. DIRECTOR OF
ENGINEERING REED LAVERACK

September 9, 2024 | 7 min read
“You need to have that trust, and if you don't focus on the people through those
one-on ones, those day-to-day interactions, they're not… Continue reading...
Kaitlin Hughes


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