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For Engineering Managers
For Directors of Engineering
For VPs of Engineering
Topic - 1219 Stories
Vice President of Engineering at Novantas
Managing an East Coast Team From the West Coast
This article discusses the challenges of a remote engineering manager tasked with modernizing an organization's product and engineering. The manager overcame the time zone difference by working on Eastern time and traveling to the East Coast often. They also earned the trust of the team by making small improvements day-to-day and having casual one-on-one meetings with people across the organization. The article also highlights the importance of being empathetic, understanding the use cases, and using video conferencing to build relationships.
Chief Product Officer at Hypoport SE
The Importance of Empowering Data Engineers to See a Company’s Bigger Priorities
Data scientists and students often get excited to apply advanced tools to AI projects, without considering the company's problem that the product is meant to solve. This leads to inefficiencies and a lack of progress. To address this, an exercise is used to teach students, product managers, and ML engineers to think of a basic solution and measure its quality before applying complex tools. This helps them focus on the bigger picture and create a usable solution quickly.
Co-founder & VP of Product at Selfcare
The Key to Successful Cross-Functional Collaboration
As an entrepreneur, the author had to manage multiple teams with different skillsets. To do this, they aligned and supported the teams while they worked towards their goals, monitored their progress, and removed any obstacles that blocked them from reaching their goals. They also hired the right people with the right skills and gave them the freedom and autonomy to optimize their tasks. This experience taught them to take on tasks even if they are not an expert, to hire the right people, and to pay close attention to their work.
Engineering Leader at
Building a Culture of Innovation: How to Foster Creativity and Problem-Solving in Engineering Teams
This article discusses the challenges and strategies for building a culture of innovation and fostering creativity in engineering teams. It highlights the difficulties of managing remote teams and the importance of establishing psychological safety for team members to feel comfortable expressing their ideas and seeking help. Effective communication and collaboration are emphasized as vital for innovation, and the need for engineering managers to balance their technical and managerial responsibilities is addressed. The article concludes by suggesting the use of AI tools and reimagining mentorship platforms to enhance engagement and collaboration in engineering teams.
Senior Engineering Manager, Platforms
Enabling Copilot: The Journey
The author of the text initially heard about Copilot, a coding tool, at a gathering for engineering leaders. Intrigued, they decided to try out the free trial and were impressed by its capabilities. They then proceeded to convince the stakeholders at their company, including engineering leadership, security, and legal teams, of the tool's potential. Concerns such as licensing, budget, sensitive information, and legal risks were addressed and resolved. The deployment process was straightforward, and after one month of usage, the author gathered early results which showed positive feedback and a significant number of users opting to continue using the tool. The author also highlighted areas for improvement and provided additional resources for reference.
Product Manager at Xero
Growing Well-Rounded Product People
Product management is a multifaceted area and product managers need to have a wide range of skills. To help product people grow in their careers, managers should identify a super skill in their reports and build around that skill to make them well-rounded product professionals. A clear growth framework should be created that itemizes key areas that direct reports should focus on, and they should be encouraged to learn one skill at a time.
SVP Engineering at Trustly
Assessing the Performance of Your Team
The French National Football Team won the 2018 FIFA World Cup, led by exceptional players such as Paul Pogba and Kylian Mbappé. The team was coached by Didier Deschamps, who was also a player on the 1998 championship team. This post discusses the importance of a coach in any team sport, and how an Engineering Manager is similar to a football coach. It also provides a list of metrics to measure the performance of individual team members, such as pull requests merged, bugs or support tickets touched, and open source contributions. Finally, it emphasizes the importance of assessing the “soft” skills of collaboration, motivation, and culture fit in a dynamic business context.
Senior Product Manager at Microsoft Corporation
The Dilemma of Building a New Product vs. Rebuilding Existing Ones
This article is about the experience of an associate director who was tasked with handling a product's website. He faced four challenges: a poorly built website, low team morale, lack of product strategy, and a long list of requirements from the business teams. He addressed these challenges by creating a prioritized list of issues to fix, talking to all stakeholders to understand their needs, creating a product strategy, deciding whether to build a product from scratch or rebuild an existing one, and speaking to the finance team in their own language. After six months of work, the website was successfully launched and engagement, traffic, and users increased by 5x. The author learned the importance of balancing short-term and long-term gains, having a product strategy in place, creating quick wins, involving all stakeholders, and speaking to stakeholders in their own language.
Led pre-IPO teams at: BigCommerce, Twitter, Salesforce.
Chief Technology Officer at Uplevel
Mistakes don't define you; It's what you learn and do next that does.
ex-CTO at SphereMall
Building scalable software and teams
Director of Engineering at LastPass
I'm here for You
Director, TCIP Development at Therma
Experienced remote engineering leader
VP of Engineering at Provar
VP-Engineering, M.O.M (Manager of managers) at office, mentor at Plato & ADPList, maker at testzeus.com & instructor at TAU.
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Director of Engineering, Test at BlackLine Systems, Inc.
Strategies for Balancing Technical Expertise and Leadership Skills
In this article, the author discusses the importance of leaders in the fast-paced software development environment keeping up with new trends and maintaining their technical proficiency while also developing their leadership abilities. The author suggests techniques such as continuous learning, participating in technical discussions, delegating tasks, creating an environment of inclusion and innovation, setting SMART goals, developing people skills, self-reflecting and seeking feedback, and asking for guidance from experienced mentors. By balancing technical expertise and leadership skills, leaders can excel in their roles and continue to grow and improve.
Engineering Manager at Atlassian
Navigating Uncomfortable Discussions When Employees Leave
Employee turnover is common in the fast-paced world of technology, and managers must navigate uncomfortable discussions when employees leave to maintain a positive work environment. This involves understanding flight risks, building trust and open communication, encouraging internal mobility, developing soft skills and leadership mentality, identifying and growing leaders, being a supportive manager, and providing practical training. By implementing these strategies, managers can effectively manage employee turnover and ensure the success of their teams.
Metrics and Morale: Balancing Performance Measurement and Employee Engagement
Finding the right balance between performance metrics and employee morale is crucial in engineering teams. Metrics can provide valuable insights into performance, but they must be used effectively to avoid negatively impacting motivation and engagement. It is important to consider the context and impact of an individual's work, foster a growth mindset, communicate the purpose of metrics, and balance corporate goals with individual growth. By doing so, engineering leaders can create a thriving and engaged team.
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