Engineering Manager

Starting a Ph.D. level career in AI/ML

This article provides advice for a successful career in Artificial Intelligence, Machine Learning, and Data Science. It covers topics such as preparing a history of impact for job interviews, building relationships, staying up to date with the latest technologies and trends, and developing a strong technical foundation. It also discusses the importance of having a broad skillset and passion, finding a mentor, taking risks, and reinventing oneself every 3-4 years. Finally, it emphasizes the need to have a supportive and talented community.

Team Development Framework for new managers

When transitioning from an Individual Contributor to a Manager, it can feel overwhelming. This post focuses on the mindset shift needed to better utilize the advice available for new Managers. The key difference between the two roles is the core action (Developing code vs. Developing team) and how it is done (high quality vs. high engagement). Managers must have a core set of skills such as building trust, active listening, decision-making, and emotional intelligence. Despite having the development framework and required skills, being a Manager is still hard due to the high cost of being wrong, solutions not always being logical, and non-determinism.

Effective Hiring Practices: Asking the Right Questions

Finding the right talent for a job requires asking the right questions and conducting interviews in a way that makes candidates feel comfortable. It is important to look for a technical fit, but also a match in values and learning potential. To gain insight during interviews, it is recommended to take several unorthodox approaches, such as identifying and double-downing on risky matters, prompting candidates with open-ended topics, focusing on fewer topics in detail, asking how they would hire for the role, and encouraging them to come up with a question. Additionally, feedback should be asked for in order to improve the interview process.

How to Help Employees Find Their Strengths and Passions

Many people don't know their passions and strengths, and often underestimate the value of their strengths. It is essential to identify and leverage unique strengths to be motivated and successful in a role. Through self-reflection and tools such as the 16 personality test and the CliftonStrengths assessment, individuals can discover their passions and strengths and make an impact. Leaders should create an environment where people can explore and build on their strengths, and be mindful that working on something you're passionate about always delivers better results. If you fail, it can mean several things: either you're in the wrong place, doing the wrong thing, or you have a gap in knowledge or skill that you need to address.

Deciding if Management Is Right for You

After taking a year to reflect on the decision to move into a management role, the author decided to start small and test their skills in guiding others. They mentored a few engineers and then took on an initiative to unify the architecture of their organization. This was a successful endeavor and gave the author the confidence to decide that they could be a good manager. The author emphasizes the importance of being a good leader in engineering, such as being humble, creating an environment where everyone can thrive, and making the team feel like they can rely on you.