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For Engineering Managers
For Directors of Engineering
For VPs of Engineering
Topic - 934 Stories
Engineering manager at DocuSign
The complexity of self-organization
The author, a former developer who became a manager, learned to prioritize tasks and choose their battles in order to get things done. This was a difficult process, but it has proven to be the best way to manage their workload and handle unexpected events.
Founder & CTO
Handling a Mistake - Adopting a New Workflow
After a company acquisition, the business asked the engineering team to adopt a new workflow. The team agreed without fully understanding the consequences, and soon found themselves struggling with global Sprints and a 14-step workflow. To solve the issues, the team condensed the workflow to 7 steps and returned to a more familiar process, resulting in improved morale and productivity. The VP of Engineering learned the lesson to always vet new adaptations and to own up to mistakes.
Vice President of Product Management at Early Warning
Overcoming the Imposter Syndrome to Land More Opportunities
This article details the experience of a person struggling with imposter syndrome while taking ownership of a major redesign project. After much internal deliberation, the person decided to take on the challenge and worked hard for three months to complete the redesign. The experience taught them to not second guess themselves and to take opportunities to grow and push themselves. The CEO was impressed with the decision and mentioned it in a positive light in a subsequent board meeting.
CTO at Wildlife Studios
How the Tension Between Technology and Business Units Can Enhance Cooperation
This article discusses how to create a structure to improve cooperation between Technology and business units. It outlines the actions taken, such as creating new squads, adding technical product managers, and setting priorities. It also emphasizes the importance of defining roles and ownership, adding PMs with domain knowledge, and creating squads with well-defined scope.
Director of Engineering at Boostup.ai
How to Make an Impact
Making an impact in one's career is not easy, but it can be learned. To make an impact, one should identify a SMART goal, engage stakeholders, communicate with peers and team members, and stay positive. Communication is key, and it is important to stay motivated and celebrate small wins. Difficulties should be seen as learning opportunities.
Head of Product at HATCH
Breaking Out of a Feature Factory
A startup team was struggling to acquire multiple customers due to a lack of strategic direction. To overcome this, they identified tangible hypotheses based on market and customer research to help them build features that would serve many customers. To get people on board, they had to create a compelling product story and convince internal stakeholders. They also had to manage emotions and point to solid facts and research to help customers overcome emotional attachment.
Engineering Manager (BI & Data) at Amazon
How to Unlock the Potential of Your Average Engineer
A manager had an engineer on their team who was not reaching their full potential. After some investigation, it was found that the engineer had a distorted understanding of proactivity and needed more confidence. Through one-on-ones and including them in product sync meetings, the engineer was able to gain more confidence and become a key contributor on the team. The manager learned that different companies have different mechanisms to steer up the performance discussion and that they should provide their engineers with both complexity and comfort in order to empower them to grow. They should also give feedback in real-time and be careful how they deliver it as average-performing engineers tend to underestimate their performance.
Vice President Product Management at Lexipol
Focusing on Customer Problems
A person joined a company that was in the midst of implementing a complex project and assumed that everyone knew what they were doing. However, when they started to look at the project from a customer’s perspective, they realized that no one had asked why they were doing it in the first place. Through conversations with other VPs and C-level executives, they were able to pivot the strategy and get the features customers wanted without having to go through a difficult migration process. The lessons learned from this experience include: asking why in a big meeting can be difficult, having one-on-ones can help secure support, reassess projects regularly, and if actions will cause pain to customers, find another approach.
Director of Engineering at Wish
Passionate technical leader driving product engineering and platform while building high performance teams at scale
CTO at Reddit
Founding engineer at Reddit, passionate about mentorship and public speaking.
CTO at Crisis Text Line
Growth oriented technology leader
Staff Software Engineer at Slack
Salesforce veteran and ex-Ebay
Director of Engineering, Test at BlackLine Systems, Inc.
Quality Engineering technical leader.
VP of Engineering at Clari
Enterprise SaaS Engineering Leader | Various Verticals (Tech, Healthcare, Search)
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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.
VP of Engineering at ExecThread
When Vibe Driven Development Stops Being Enough
The article discusses the concept of Vibe Driven Development, which suggests that organizations that regularly use their products have a better sense of what is lacking and what should be prioritized in software product development. However, the article also highlights several challenges to implementing this approach, such as the size of the company, the number of clients, and the age of the product or market changes. As a company grows, it becomes more difficult to rely solely on vibes and must find a balance between following the company's vision and maintaining a stable software company. The article suggests using models like the RICE Scoring Model to prioritize features and eliminate bias in decision-making. Ultimately, while Vibe Driven Development is a valuable approach, it may falter at some point, and organizations need to consider and prioritize competing signals for success.
Senior Engineering Manager at Facebook
Navigating the Transition to Hybrid Work
This article discusses the challenges and strategies for engineering leaders as they transition to a hybrid work model. It emphasizes the importance of improving presentation skills, actively participating in meetings, and expanding knowledge and expertise. The article suggests practicing presentations, seeking feedback, and continuously learning as key approaches to enhance effectiveness in a hybrid work environment.
Software Engineering Manager at Measurabl
Managers: The One-on-One is not your meeting
One-on-One meetings should not be used by managers as a platform to set their own agenda, but rather as an opportunity for team members to communicate their own topics and seek guidance. Managers should encourage team members to come prepared with their own agenda and goals, and should foster an environment of honest dialogue and deep understanding. Managers should also use these meetings to identify growth opportunities and provide support and guidance. By approaching one-on-one meetings as collaborative sessions, managers can facilitate personal growth, honest communication, and a more productive and motivated team.
Head of Engineering - VP at EndorLabs
Crafting Actionable Status Updates: A Guide for Optimal Project Visibility
In the world of software engineering, effective communication is just as important as writing code. One crucial aspect of communication is the status update, which often falls short of providing the necessary insights. Instead of simply reporting completed tasks, an actionable status update should give a comprehensive picture of the project's progress, including potential risks, estimated delivery time, and resource requirements. It should also focus on the significance of completed tasks and the remaining work. By adopting this model of status updates, organizations can promote transparency and proactive problem-solving, leading to better project visibility and increased efficiency.
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