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Topic - 1513 Stories
Cofounder & CTO at Claypot AI
Growing a Team That Embraces Culture of Freedom and Responsibility
A year ago, the author inherited a high performing team and was motivated to scale the team for higher impact and introduce product management function while continuously improving engineering practices. To do this, the author leveraged the existing cultural symbol of the 'dream team' to set expectations for the team and build trust. The dream team is built on trust, diversity, and psychological safety, and is able to make tough calls, tackle complex projects, and collaborate efficiently. The author also focused on team strategy and alignment, and empowered the team to come up with the technical vision and new initiatives. Lessons learned include the importance of building trust, setting expectations, expanding trust to stakeholders, and providing freedom in decision-making.
Head of Platform at Plaid
A Different Approach To Estimation & Tech Debt Prioritization
This case study outlines the process of an engineering team that was struggling to manage a five-year program replacing an old legacy system. The team came up with the hypothesis that it would be easier to manage the prioritization and development of tasks if they broke everything down into similar size work units and put them into a backlog. They also identified the challenge of articulating the value of resolving tech debt to the business stakeholders and created a business case to present to the project stakeholders. The team found that they were much better at same-sizing tasks than estimating and that creating a business case to present to the project stakeholders was an effective way to prioritize tech debt.
Sr Product Owner at Revolut
How to Spark Sales-Driven Change
A product owner at a B2B company noticed that customers were buying multiple products that they didn't need, and the sales team was pitching products that weren't suitable for certain customers. To address this, the product owner proposed a six-month experiment to create a data model that would recommend which product a sales team should sell to a customer at a single point in time. The experiment was successful and is still being used even after the product owner left the company. The product owner learned that it is important to keep the whole company in mind when optimizing and to gain both bottom-up and top-down support when sparking a significant change in an organization.
VP, Product Management at Reltio
How to Successfully Transition From Engineer to Product Leader
This article outlines the steps taken by an engineer to transition to a product manager role. These steps include expressing interest to management, investing in learning, and building a brand. The combination of these steps enabled the engineer to successfully transition to a product manager role. The article also emphasizes the importance of continuing to develop skills and knowledge once in the role.
VP Engineering at TRM Labs
Using Documentation to Increase Efficiency in the Remote Workplace
This article discusses how to increase efficiency and productivity in a remote workplace. It suggests writing things down, onboarding for projects, and having informal communication to help build relationships. It also suggests leading by example and using engagement surveys to identify potential problems.
Director of Algorithm Engineering at Aibee
The Difficulty in Making Career-Defining Decisions
When faced with a difficult decision about leaving a well-established company for a startup, this individual created a framework for themselves to help make the decision. They considered their five-year goals, the possibility of promotion, day-to-day tasks, teams in collaboration, and the scope of work. Ultimately, the decision was made by focusing on their five-year goal of increasing their broader knowledge and scope. They recommend that when making large career decisions, individuals should think less about the technical aspect and more about their strengths and weaknesses, and prioritize certain values and goals.
Global Director of QA at OneSpan
How to Wear a Lot of Hats
This case study outlines the process of reducing the release cycle of a game from three months to two weeks. Executive buy-in was key to making this change, and automation of end-to-end tests, smoke tests, and assigning owners to each step of the process were all important steps in the process. The author also learned lessons about going above and beyond in their role, being a systems-thinker, and the value of filling gaps in the team.
Sr. Engineering Manager at Kojo
How Mentorship Enabled me To Become a Manager
A woman engineer found it difficult to transition into a managerial role despite her technical skills and experience. She took the advice of her peers and started by showing her interest in the role and volunteering to mentor junior engineers. With the help of her coworkers and the CTO, she was able to acquire the managerial position she had been hoping for. Her advice to new managers is to not handhold their juniors for too long and to not take roles that require them to code part-time.
Director of Engineering, Test at BlackLine Systems, Inc.
Quality Engineering technical leader.
VP of Product at Zenchef France
Product, Engineering and Transformation Leader - ex ManoMano/Airbus
CTO at Crisis Text Line
Growth oriented technology leader
Senior Engineering Manager at Measurabl
20+ years as a technologist, 8+ years as an engineering leader
Professional coach & consultant in Leadership and Digital Transformation at Veepee
ex VP of Engineering & VP Products @ Veepee
VP Engineering at Akeneo
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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.
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.
Measuring Impact: A Guide for Engineering Leaders
This article explores the importance of measuring the impact of individual engineers in a team and discusses the challenges faced in doing so. Measuring impact helps in recognizing high performers, identifying areas for improvement, and making informed decisions regarding promotions and career advancement. However, measuring impact can be subjective and difficult to quantify, and different levels of experience and seniority may require different metrics. To measure impact effectively, clear metrics and goals need to be established, growth profiles and frameworks should be revisited, and the context of the work being done should be considered. Ultimately, measuring impact contributes to the overall success of the team and the company.
Head of Engineering at Tradeling.com
Building a Strong Team Culture: The Key to Successful Hiring
Hiring the right engineering talent involves more than just assessing technical skills. It is important to define the desired team culture and values, observe behavior and attitude during the hiring process, and craft an appealing job description to attract the right candidates. Defining the team culture helps attract candidates who align with the vision and are more likely to thrive in the team. Observing behavior and attitude allows for a deeper understanding of a candidate's commitment and willingness to learn. Crafting an appealing job description should focus on the company's culture and values while managing expectations. Ultimately, building a strong team culture is crucial for successful hiring in the engineering field.
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