When the author joined their current company as the first ever product manager for regulatory compliance, they were tasked with establishing relevant OKRs within a short time frame. After researching best practices and conducting problem-solving sessions with different teams, the author realized that OKRs were more about getting people aligned on the objective than measuring success against them. This insight led to the author focusing on aligning the teams around a shared set of objectives, rather than attempting to find the perfect metric. The lessons learned from this experience were that it is important to get aligned on an objective before quantifying it, to consider the purpose of OKRs, and to revise them as the company grows.

Plato

Jack Kora

VP of Engineering at dscout

Managing Team Conflict and Helping Engineers Gain Confidence

This story is about a junior engineer who was feeling disrespected and talked over by a senior engineer. The author, a new manager, was able to help the junior engineer by listening and empathizing, coaching her on how to receive critical feedback, and introducing team practices that gave everyone a chance to speak. Through regular coaching sessions, the junior engineer gained trust and confidence in herself and the team. In the end, she became a star performer and went on to work for a major Silicon Valley company. The author learned the importance of listening, problem solving, teaching empathy, setting good team practices, and pulling rank only occasionally.

Plato

Nirmala Tatikonda

Software Development Manager at Amazon Web Services (AWS)

Career Courage - Key to Career Progression

This article discusses the journey of a professional who felt her career had stagnated and how she was able to take the initiative to grow in her career. The key areas that helped her were dreaming, having a positive mindset, continuous learning, embracing change, networking, and effective communication. She learned that career courage and setting boundaries are critical to one's career advancement and that it is important to not blame external factors for lack of progress.

Plato

James Engelbert

Head of Product at BT

Overcoming imposter syndrome through focusing on your strengths

When taking on a new management role, it is normal to feel overwhelmed and like you are not equipped to manage the team. It is important to recognize your strengths and weaknesses and be open with your manager and team about them. Additionally, it can be helpful to listen to podcasts and reach out to a product forum to talk about the emotions associated with imposter syndrome. Finally, having a community outside of your organization can help to combat feelings of isolation.

Plato

Daria Derkach

Engineering Manager at Atlassian

How to Overcome the Imposter Syndrome

When transitioning from an IC to a leadership role, the author experienced an internal struggle due to feeling disconnected from their team. After researching online, the author found that many people experienced the same issue, known as imposter syndrome. With the help of their manager, the author was able to talk to their team and gain the confidence needed to engage in their new role. This showed the author that they were still a major part of the team, just with different responsibilities.

Plato

Aravind Valloor Mana

Engineering Manager at Broadcom

Why and How to Advocate for Your Employees

A manager is responsible for the growth of their team and must advocate for them. To build trust between the team and other managers, the author highlighted the most incredible people in their team and sent them to work on specific aspects of the project. They also implemented team meetings and 1:1s to create a common goal and minimize issues. In the end, the team was able to ace many projects and build trust with the American team. The author learned that trust and a clear vision are key to success, and setting goals for the team helps to create a powerful team dynamic.

Plato

David Pearson

Sr. Engineering Manager at Square

Fostering Emotional Safety as a Leader

This article discusses the importance of communication and support in times of distress for team members. It emphasizes the need for leaders to focus on how they make people feel, rather than what they say, and to create a culture where it is okay to make mistakes and learn from them. It also encourages leaders to remind their team that their careers are not defined by one small thing, but by an accumulation of small things.

Plato

EVP, CTO

Feelings Aside: Handling a Team Layoff

This story is about a first-line manager who had to lay off his team due to changed business circumstances. He was offered to keep his role, but he turned it down and stayed with the company in a different role. He learned to detach his emotions from the task and to consider the offer presented to him if he had to do it all over again. He also learned to adjust to the more ruthless nature of business in the US, and to recognize that layoffs are not done to intentionally harm anyone.

Plato

Who to follow

Stu Cavill

Senior Engineering Leader | Startups | Enterprise | 15+ Years in Tech

Dom Perez

Professional Software Engineer | MSIT - BSCS

Milos Stojanovic

Senior Staff Software Engineer

Christophe Broult

Happy users, customers and teams through relentless improvements. SAFe SPC

Hendra Wong

Tech Enthusiast | Coach | Engineerling Lead

Nimrod Vered

Engineering executive - Ex-Microsoft, Ex-Twilio, Ex-Cisco, Ex-Checkpoint with experience in pre-seed to round E companies.

Connect and Learn with the Best Eng Leaders

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Latest Stories

David García

Head of Engineering at Cense AG

Challenges Faced by Engineering Leaders in Scaling Teams

Engineering leaders face several challenges when scaling their teams. One key area of focus is providing effective feedback and recognition to team members, which fosters growth and improvement. Building strong relationships and collaboration between engineering and product teams is also crucial. Remote work presents unique challenges, such as lack of trust and engagement, which can be addressed through proactive communication and trust-building. Hiring qualified senior engineers is another challenge, but implementing a rigorous hiring process can help overcome this. By addressing these challenges, engineering leaders can create successful and high-performing teams and a positive work environment.

Plato

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.

Plato

Jose Ciccio

ex-Senior Engineering Manager at SchoolMint

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.

Plato

Vitor O.

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.

Plato

Deekshita Amaravadi

Engineering Leader at Justworks

Transitioning from Technical Roles to Leadership

Transitioning from a technical role to a leadership position requires embracing change, seeking mentorship, and taking initiative. Engineers must let go of old identities and adapt to new opportunities. Overcoming fear and communicating openly with managers about career goals and aspirations is crucial. By doing so, engineers can navigate this transition successfully and continue to grow in their careers.

Plato

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