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Topic - 507 Stories
Senior Engineering Manager at VMware
Coaching a recently hired engineer on their areas of improvement
A manager arrived to a team of high performers and noticed that one junior employee was not fitting in with the company culture. The manager took action by creating a relationship of trust and setting clear goals and expectations for the employee. Through coaching and setting measurable paths, the employee has improved in collaboration, accountability, and quality of work. The manager learned that it is important to help young employees work in an open and trusted environment, and to have career discussions on an ongoing basis.
Senior Engineering Manager at Monzo Bank
Remote Team Conflict Resolution
During a daily stand-up, an engineer assigned a task to a remote engineer without telling him and went on leave. The remote engineer became frustrated and insulted the engineer who assigned the task, which was heard by the team. The team leader spoke to the engineer and the team, and the engineer apologized and agreed to a plan of action to regain the team's trust and respect. The team accepted the apology and the lesson learned was that communication between distributed teams must be proactive and clear.
VP Product and Strategy at Rev.com
Gain insight without losing time during your 1:1s
This article outlines a strategy for managers to use 1:1s to focus on the emotional state of their team. The strategy involves asking reports to submit an update slide with five questions in advance of the meeting, and then using the time to ask about their concerns and emotions. This approach has been successful in improving communication and understanding the emotional state of the team.
CEO at Illinois Technology Association (ITA)
The Power of Mentorship
This article discusses the importance of mentorship and encourages leaders to invest their time and energy in this activity. It highlights the benefits of mentorship, such as diversifying teams and boards, and emphasizes the importance of helping young professionals cultivate their leadership skills. The article also stresses that mentorship is an easy place to start and does not require a monetary investment.
CTO & Founder at InfraCloud
From IC To Tech Lead - Transitioning Schedules
After transitioning into a tech-lead role, the author struggled to manage their team's problems while also completing their own work. After reading an article, they realized that they needed to separate their day into two distinct schedules - one for individual tasks and one for collaboration with their team. After initially struggling, the author eventually got into a flow and this approach worked well. The lesson learned is that different roles have different requirements for attention span, collaboration, and focus, and it is important to identify and set up expectations with your team.
Product Leader & Coach at Square Circle, Inc
Building a Career Ladder for Employees at an Early Stage Company
When the author's first employee asked for a promotion, the author created a career ladder with four pillars: UX/PM skills, productivity, communication, and leadership. This ladder was shared with all employees proactively and enabled them to have tangible career growth conversations. The author learned to be proactive and transparent with expectations and to articulate expectations around critical soft skills.
Engineering Manager at Envoy
Solving Technical Conflicts Within A Team
Managers often face the challenge of resolving conflicts between team members, such as disagreements over technology approaches. To address this, managers should create an environment where engineers can express their opinions productively, and should facilitate a discussion to compare and contrast the two approaches. This helps to find a middle ground and prevent more serious conflicts.
Engineering Manager at Walmart
Ensuring success for new hires
To avoid taking chances when hiring a new team member, it is recommended to hire them at one level lower of the desired position and promote them after a period of time. This gives the new hire time to learn the ropes and grow into the role, while also providing motivation and a positive vibe to the team. It also presents lower risk for the hiring manager and lower impact of potential failure for the team.
Staff II Frontend Engineer at Remote
Turning ideas into experiences remotely. Ex-team-manager
Director of Engineering, Test at BlackLine Systems, Inc.
Quality Engineering technical leader.
Staff Software Engineer at Slack
Salesforce veteran and ex-Ebay
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.
Software Architect; ex-Engineering Director at Inditex
Mentors New Leaders, expertise in SDLC in different industries as videogame or ecommerce.
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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.
CD (Chris Dolezalek)
EVP, R&D at Hum Capital, Inc
Making New Hires Effective Quickly
This article discusses the importance of assigning a mentor or "buddy" to new hires in a fast-growing startup. It also outlines the concept of "Leave a Trace," which is a practice of having new hires improve the new hire process. The article further discusses the importance of fostering a growth mindset and having a well-defined spin-up process. It also provides links to various resources related to developer productivity.
Engineering Leader at Justworks
Deciding if Management Is Right for You
After taking a year to reflect on the implications of a management role, this engineer decided to take the leap. They started small, mentoring other engineers and leading an initiative to unify the organization's architecture. This gave them the confidence to decide that they could be a good manager, and they learned that being a great engineer doesn't necessarily mean being a great manager. They also realized the importance of being a mentor and giving back to the community.
Engineering Leader/Director at Inspire Clean Energy
My experience shadowing an Engineering Director for a week
During the first week of February 2023, I shadowed Wayne Haber, the leader of the Secure, Govern, Data Science, and Growth teams at GitLab. GitLab is an open source, remote-first company, and Wayne opened up his Development Director Shadow Program to external participants. I had to sign an NDA and complete a checklist before my first day, and I followed Wayne's meetings and took notes. At the end of the week, I provided honest feedback and he welcomed and appreciated my suggestions. I found my shadowing experience worthwhile and highly recommend it to anyone interested in engineering management.
Kamal Raj Guptha R
Engineering Manager at Jeavio
Effective Feedback Mechanism
Feedback is a powerful tool for Leaders, but it can be daunting for those who are new to it. To use it effectively, Leaders must have the right mindset, skillset, and toolset. This includes appreciating the good work of the individual, communicating what needs improvement and how to improve, delivering feedback in a positive way, building trust and rapport, and understanding the individual's career aspirations. With the right mindset, skillset, and toolset, Leaders can use feedback to help their team members grow and reach their goals.
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