This article discusses the challenges of product positioning and messaging in the early stages of a startup. It outlines the actions taken by the author, who worked as an outsourced consultant, to help the company uncover what they wanted from their product. The article also highlights the lessons learned from this experience, such as the importance of collaboration, knowing one's strengths and interests, and being able to accept failure and learn from mistakes.

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Peter Maddison

Founder at Xodiac Inc.

Cloud Migration: A Journey In Visibility, Communication, & Regulation

A cloud transformation was needed to address the problems caused by an architectural decision to create independent “stacks” of systems for each development feature. This had resulted in hundreds of systems that needed to be managed, draining infrastructure resources. A three-step plan was proposed to present the largely unknown problem to a few hundred people, deal with the concerns of the development teams, and introduce cloud capabilities into the organization. The key lesson learned was that when dealing with complexity, teams need to be empowered to solve the problems and communication channels need to be opened up.

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Pavel Safarik

Head of Product

Navigating Disagreements When It Comes to Priorities

When stakeholders disagree on priorities, it is important to take the time to understand where they are coming from and discuss both points of view. Give team members the chance to test out their suggestions and build a transparent framework or system that invites others into the process. This will help to unify the departments on decision-making and ensure that everyone is working towards the same goals.

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Sachin Shah

CTO at Self Employeed

How to Manage an Employee With Depression

A team member was on a "return to work" programme after an ongoing depression. The team was small and timelines were short, creating pressure. The person needed to take time off on short notice, and the manager had to balance the person's wellbeing with client priorities. The manager was supportive and understanding, signposted the person to relevant support services, and communicated with the team about the person's condition. The team member was allowed to work part-time, and the manager encouraged them to join a mental health programme. The manager also learned to do research, not make assumptions, and be vocal about support for various diversity segments.

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Tommy Morgan

Head of Software Engineering at Tidelift

Checking For Values Alignment When Considering a New Role

In this article, the author shares their experience of values misalignment with senior leadership in a previous role. They emphasize the importance of understanding and prioritizing one's values when considering a new role, and suggest asking questions in the interview process to ensure value alignment. They also discuss the difference between intentional and unintentional misalignment, and how to approach each.

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Phillip Derosa

Global Director of QA at OneSpan

Optimizing With Scrum

This story is about how the author was able to turn around a project in the game industry using Scrum. The project had lost its publisher and the team was making no progress. The author reorganized the team and implemented Scrum, which resulted in the project being signed by a large game company. The author learned that strong leadership and the right organization of the team are key to success, and that Agile should be used to help people who are failing in their projects.

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Alexey Novak

Director of Engineering at Rose Rocket

Overcoming Imposter Syndrome as a New Manager

Making the transition from being an individual contributor to a manager or director can be a difficult and daunting experience. It is important to understand the differences between the two roles and to find mentors with the right experience to help you. It is also important to be willing to start from scratch and to accept the fact that you will no longer be coding as much. Finally, it is important to remember that being a good manager does not necessarily require being the smartest engineer in the room.

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Ryan Garaygay

VP of Engineering at Acquia

Evaluating and Measuring Communication of Non-Fluent English Speaking Engineers

When faced with a team member who was not proficient in English, the team decided to invest in the person and create a plan to improve their language skills. This included enrolling in a language school, encouraging more interactions with team members, and incorporating language skills into their KPIs. The team also provided constructive feedback and corrections privately. Ultimately, the team learned that if something is important enough to be in the top three objectives for the year, it should be taken seriously, and metrics should be used to measure progress. If the person is not the right fit for the team or the company, an honest discussion should be had.

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Who to follow

Pratibha Shambhangoudar

Liaison officer at AnitaB AI committee, Engineering leader Ex-Target

Kareem Zaher

ex-Booking| Founder | Engineering Leader

Marc LeBrun

I provide vision and hands-on leadership building high-performing teams that deliver innovative technology.

Julien Kernec'h

Startup Founder | Engineering Leader | Mentor

Sahil Talwar

Co-founder | VP | Ex-CTO | Ex-Director

Maxime Fouilleul

Engineering Manager @BlaBlaCar

Connect and Learn with the Best Eng Leaders

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Daniel Woolfson

Senior Engineering Manager at The Engineer Experience

Creating Realistic and Achievable Career Development Plans

In this article, the importance of collaboration, balancing realistic expectations, and the role of leadership in creating realistic and achievable career development plans for engineers is discussed. It emphasizes the need for engineers to have clear career goals and how involving team members in the process can ensure that the plans are realistic and achievable. It also highlights the importance of setting realistic timelines and providing guidance and support from leaders. By addressing concerns and building trust, engineers can create concrete plans for achieving their career goals and set themselves up for success in their career development journey.

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Limor Bergman Gross

Executive Coach at LBG Consulting Service Ltd

Navigating the Challenges of Transitioning to an Engineering Manager Role

Transitioning to an engineering manager role comes with its own set of challenges, but by being strategic, building relationships, and advocating for oneself, success can be achieved. It is important to proactively plan one's career and advocate for personal growth and development. Building relationships with key stakeholders and finding allies within the organization can greatly help in advocating for oneself and influencing change. Understanding the motivations of others and aligning interests can also aid in gaining support for ideas. If promotion opportunities are limited, focusing on expanding responsibilities and taking on more challenging tasks can showcase potential for future growth. Seeking out mentors within the organization can provide guidance and support throughout the career transition process. Overall, being proactive, building relationships, and advocating for oneself are key to navigating the challenges of transitioning to an engineering manager role.

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Hakim Hanif

Sr Software Engineer at Amazon Web Services

Top 7 software bloggers to follow

This blog highlights the top 7 bloggers in the field of software engineering and product development. These bloggers provide valuable insights and ideas on software design, processes, and methodologies. The list includes Martin Fowler, known for his expertise in software patterns; Kent Beck, the creator of Extreme Programming and Test Driven Development; Paul Graham, co-founder of Y Combinator and an expert on startups and entrepreneurship; Jeff Atwood, co-founder of Stack Overflow; Andy Hunt, founder of the Pragmatic Programmer series; Joel Spolsky, a blogger who offers both sensible and surprising perspectives; and Steve Yegge, known for his entertaining content. Following these bloggers can help software engineers improve their skills and gain knowledge from the best in the field.

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David García

Head of Engineering at Cense AG

Effective Strategies for Providing Feedback to Managers

This article discusses effective strategies for providing feedback to managers in the engineering field. It emphasizes the importance of constructive feedback for personal and professional growth. The article provides insights from top-tier engineers, including tips on framing feedback objectively and addressing the manager's impact. It also highlights the significance of promoting junior team members and offers strategies for providing feedback, such as asking for permission and being solution-oriented. Overall, the article emphasizes the value of effective feedback in fostering a positive and productive work environment.

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Jose Ciccio

Senior Engineering Manager at Ladder Health

Maximizing Your Growth: A Guide to Getting the Best from Platohq Mentorship

Plato platform's mentorship program is designed to empower individuals on their journey towards success. By setting clear objectives, establishing a strong relationship with your mentor, actively engaging and participating, seeking feedback and implementing suggestions, continuously learning and growing, and reflecting on the experience, you can maximize the benefits of the mentorship program. Mentorship is a continuous journey of learning and growth, and by embracing the opportunity, you can unlock your full potential in pursuit of your professional aspirations.

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