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Topic - 1171 Stories
CTO and Cofounder at Zenchef
Rebuilding a tech platform from scratch
After the CEO expressed dissatisfaction with the product, the team decided to rebuild the platform entirely. They chose a PHP framework and held meetings to get feedback and an estimate of the time needed. Despite launching a successful platform, mistakes were made such as not briefing the team, not cutting the task into manageable pieces, outsourcing design, and not getting the support team to test the product. By taking on feedback, the team was able to build an even greater company.
Nicolas De Nayer
CTO at Click & Boat
Creating a Full-Bodied Manager Career Trajectory
This article outlines the steps taken to set up a management system for a growing company with two different career paths for engineers: software engineer and engineering manager. Actions taken included creating a presentation and spreadsheet with detailed information, and a quarterly review process with a level up ceremony. The lesson learned was that it is important to make the career paths clear early on and to make the spreadsheet part of the employees' DNA. Additionally, tech leads should not be put in the manager role as they need a manager themselves.
Mobile Tech Leader at gMed, a Modernizing Medicine company
Disagreement? Put Yourself in the Other Person’s Shoes
When faced with a conflict with a manager, it is important to take a step back and try to understand the situation from their perspective. In this case, the manager was trying to help and mentor the employee, and the employee was able to find a middle ground by trusting the manager's judgement and understanding the value of being uncomfortable.
Technical Director, Office of the CTO at Google
Coordinating Capabilities for Improved Processes and Practices
In order to support a larger team, a great engineer had to change certain practices which he was not happy about. To motivate him, it was explained that the process change was beneficial to both newcomers and veterans, as it enforced clear communication, allowed for career advancement, and provided opportunities to learn from each other. It was also compared to open source projects, highlighting the importance of soft and business skills.
SVP Engineering at productboard
Managing Teams Across Broad Time Zones
When working with teams across different time zones, it is important to consider the issues of delegating responsibility and building trust. To address these issues, we have implemented a front-end and back-end team structure, sent engineers to work in other countries, changed meeting times, and provided end of the day updates on a shared channel. Additionally, each site was given a meaningful mission to ensure they felt like they were contributing to the overall story.
Senior Engineering Manager at Vitally
Dealing with Difficult People
This article reflects on the author's experience working in dysfunctional companies, where decisions were made through confrontation, blaming and bullying. The author suggests that instead of fighting with those in power, it is better to make them feel listened to and to come to meetings prepared with data. The author also emphasizes the importance of creating a culture of accountability and open communication, where employees feel empowered to make a difference and are not afraid to speak their mind.
Head of Engineering at Trade Coffee
Evaluating Your Success as a New Manager
The transition to becoming a manager was difficult for the author, who struggled to evaluate how well they were doing. After a two-year process, they developed a framework for evaluating their performance, focusing on how they were helping the team solve problems and the development and growth of their direct reports. They learned to observe the people, process, and environment to understand their scope of helping and improving their team, and not to evaluate their performance based on team productivity.
VP of Engineering at Pathstream
A New Manager to a Platform Team Should First Define Team Roles
Being a manager of a platform team can be challenging due to the lack of information on platform level work. To better understand the team's roles and responsibilities, it is important to compare it to leaders in the field and create a job description that advertises the product the team offers to the company. Establishing healthy boundaries by explicitly listing the team's roles will help avoid problems created by other teams. Companies should come up with their own, detailed role description and be explicit about the scope of their responsibilities and their relationship with other teams. This will help ensure the team's long-term happiness.
Jean du Plessis
Senior Engineering Manager at upbound
Leader, mentor, and coach of Software Engineers and Engineering Managers
Product Design Executive at Autodesk
Product & Design Executive (ex Salesforce)
Engineering Manager at NoRedInk
Experienced navigating ambiguity & bringing effective progress to unstructured/chaotic environments.
Mistakes don't define you; It's what you learn and do next that does.
VP of Engineering at 7shifts: Team Management for Restaurants
Engineering Leader with experience scaling from 20-400
Principal Engineer at Amazon
Architect AWS cloud | Large scale Distributed Systems | Hyper career growth
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Talent Success Manager at Gun.io
Why Heads of Engineering Should Master Storytelling
Storytelling is an essential skill for engineering leaders as it helps them communicate ideas, align teams, and convey values in a memorable way. In the current digital transformation era and remote work environment, storytelling becomes even more important. It enables leaders to express how their organization will adapt and innovate, establish connections between teams and clients, foster trust, and alleviate anxiety. A good story needs to be intriguing, authentic, involve the team, have a specific goal, and recognize the team's higher purpose. Storytelling can be applied in team meetings, onboarding new members, and providing feedback. Overall, storytelling is a powerful tool for effective engineering leadership that inspires action and facilitates behavioral change.
Engineering Leader at Justworks
Navigating Ambiguity in Engineering Leadership
The text discusses strategies for effectively managing ambiguity and uncertainty as an engineering leader. It emphasizes the importance of embracing change and seeking growth opportunities, nurturing mentorship, overcoming fear and seeking feedback, and the role of open communication. The conversation highlights the need for engineers to be open to new challenges and opportunities, take on the role of a mentor, have direct conversations with managers about career goals, and regularly communicate with managers about career growth and challenges. The text concludes by mentioning plans to delve deeper into the topic of mentorship in future sessions. Overall, the conversation emphasizes the importance of embracing change, seeking growth opportunities, and fostering open communication in engineering leadership roles to navigate ambiguity and uncertainty successfully.
10 Engineering Leadership lessons I learned with Customer Success Managers
Customer Success Managers can teach Engineering Leaders valuable lessons on prioritizing user needs and experience over technical complexities. By emphasizing customer-centric approaches, Engineering Leaders can ensure that products align with user expectations, enhancing satisfaction and retention. Effective communication and collaboration between technical and non-technical teams are highlighted as important for a holistic understanding of user requirements and driving product innovation. The text provides 10 lessons learned from Customer Success Managers that can optimize software development processes and deliver solutions that resonate with end-users and drive long-term success. These lessons include the importance of empathy for customers, putting into action what is advocated, enhancing the leadership voice of the customer within engineering, the significance of persuasion, the balance between support and confrontation, managing expectations, asking great questions, being invested in customers, seeking obstacles and issues beyond the product's scope, and the benefits of proactivity. By integrating these insights and strategies, Engineering Leaders can drive product development and enhance customer satisfaction, leading to increased loyalty and long-term success.
ex-Senior Engineering Manager at SchoolMint
Learnings of a Solo Game Developer — Wacky Drivers video game
The author shares their journey of creating a video game called "Wacky Drivers" for Android and iOS. They had the idea for the game since they were a teenager and decided to use Unity as their development tool. They emphasize the importance of having a Game Design Document (GDD) to stay on track and discuss the development process, including creating reusable components and optimizing performance. They also highlight the importance of refining aspects such as controllers, game balancing, settings, and particles. The author advises releasing a minimum viable product (MVP) and gathering feedback early on. They also discuss their marketing efforts and future plans for expanding the game. The author encourages readers to try the game and provide feedback, and concludes by emphasizing the importance of consistency and sharing their enthusiasm for video game development.
Sr Eng. Manager | ex-CTO | Co-Founder | Entrepreneur at Naranja X
Navigating Professional Growth: Insights for IT Leaders
The author discusses the importance of professional growth in the IT field and shares their thoughts on how to foster this growth within a team. They emphasize the need for clear expectations, the concept of "What I Get" in terms of knowledge gained, and the importance of mutual commitment and support. The author concludes by stating that knowledge is the most valuable asset and that by creating a supportive learning environment, both mentors and mentees can thrive. The author invites readers to share their insights on fostering growth within their own teams.
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