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For Engineering Managers
For Directors of Engineering
For VPs of Engineering
Topic - 338 Stories
Benjamin De Point
VP of Engineering at Olly Olly
Interactions between Product and Engineering teams
At Datto, the product team and engineering team collaborate to create user stories that define business value and acceptance criteria. The PMs get Certified Product Owner training, the SM works with the PM to craft stories, and the SM, PM and team lead meet weekly to develop stories. Deadlines can not be set without iterations on the stories, and the business needs to buy into Agile work processes.
CTO at Sales Impact Academy
Formalizing Processes to Gain Visibility in a Remote Organization
A director of engineering in a fully distributed company realized that they had very little visibility into the performance of individual contributors and that engineering managers were not objectively evaluating their teams. To gain better visibility, the director implemented four actionable steps: changing the 360 feedback mechanism, pivoting team-based skip-level meetings to skip-level one-on-ones, enforcing a tech lead role on every initiative, and having retrospectives for every project. These steps have allowed the director to gain better visibility into the performance of the team and to advocate for engineers who are going unrecognized by their manager.
Engineering Leader at Ericsson
Ignoring- A Conflict Management Technique
In a volunteer organization for Management and Leadership, the president was not being informed of meetings by an ultra-confident colleague in charge of arranging them. The president used the four quadrants of Negotiation Conflict Styles to respond, but the colleague was unresponsive to authoritative action, so the president chose to ignore the colleague. This decision was a reflection of the president's personality, and the colleague had no self-introspection. If this was a business organization, the president would have taken matters to senior management.
VP Engineering at Doximity
How to Build a Distributed Engineering Team
At Doximity, they decided to cultivate a culture of inclusion by building a geographically distributed team. To do this, they fine-tuned their recruiting practices, established a personal connection with their teammates, treated collocated and distributed employees equally, created a virtual water cooler, and focused on delivery teams. They also leveraged the right technology, such as videoconferencing, asynchronous chat, screen-sharing, and voice calls. Through this process, they learned that a distributed team is less about saving money and more about hiring top talent, and that trust, collaboration, and creativity are key to success.
Engineering Manager at Facebook Inc.
Managing a Remote Report Who is Resistant to Feedback
This article discusses how to manage a report who is not junior but wants the respect of a non-junior person. The author suggests setting up a coffee chat type of one-on-one, giving intense in-person coaching, and having a serious in-person conversation with the report. The author also shares lessons learned, such as having a 15-20 minute coffee call check-in, pairing the report with a mentor, and understanding the value of the manager's skill set.
Engineering Manager at Google
Investigating a Variety of Career Paths
This article is about the journey of an engineer who had an undergraduate degree in biology and a Master's in computer science. He began an internship in software testing and eventually became a project manager. He then realized he wanted something more technical and decided to look into product management. He had informational meetings with different product managers to gain insight into the role and eventually left the company he was working for because he wasn't able to get the career growth he was seeking. He then received a cold call about a test manager job which led him to his current role as an engineering manager. He learned that being patient isn't necessarily the correct way to solve things, to ask for what you want, and that you may have to move to a different team or company to get the career growth you want.
Director of Software Engineering at Modernizing Medicine
Creating Focused Paths for Growth
In response to feedback from team members, the organization created three paths for career growth: a technical lead path, an architect path, and a manager path. This was supported by the TILES framework and a strategy document, as well as an engineering health framework. The implementation of these paths was adjusted to provide a softer transition for those crossing over to a manager role, and to separate tech leads from HR duties.
Chief Product Officer at Segment
Proving Yourself When Onboarding
When hiring a new Engineering Manager, it is important to set clear expectations that they will be coding for 3-6 months before transitioning into a tech lead and then management role. This helps to build trust in the team and ensure the manager is familiar with the organization. This approach has been successful in helping new managers gain trust from the team and eventually revamp engineering processes.
VP of Software Engineering at SambaNova Systems
Engineering & Product Leader | CTO | VPE
Delivery, Operations & Transformation Leader at Marais Consulting Inc
I help engineering leaders build healthy, inclusive teams and the processes & systems to support them
VP of Engineering at Kiddom, Inc.
Engineering executive • ex-Affirm | Square | Google
Senior Engineering Manager at Measurabl
20+ years as a technologist, 8+ years as an engineering leader
Growth Engineering Leader at Faire
Growth Engineering Leader | Advisor | Mentor | Board Member - Scaling High-Performing Teams to Drive Business Growth - MBA
Sr. Director of Engineering at DoorDash
Technology and People Leadership at DoorDash. ex-Uber, Netflix, and Netscape
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CIO/COO at SCOUT Space Inc
How to enter the field of software development after a bootcamp?
The text discusses the challenges faced by a recent coding bootcamp graduate in finding a job in the software industry. It emphasizes the importance of reducing the risk for potential employers and suggests several strategies to improve the situation. These strategies include building a personal brand and recognition through networking, updating resumes and online profiles to highlight relevant skills, and focusing on projects that showcase experience in a specific area. The text also suggests participating in hackathons, working on side projects, volunteering for charities or political campaigns, and exploring opportunities in start-up incubators. Additionally, it emphasizes the importance of researching potential employers and demonstrating good communication and timeliness skills. Finally, it advises finding the right fit between the job seeker and the employer.
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.
CTO at TESTAVIVA
Peacetime and Wartime Leadership in the Technology Industry: A CTO's Perspective
This article explores the concept of Peacetime and Wartime CTOs, drawing inspiration from the teachings of Ben Horowitz and Andrew S. Grove. It defines the role of the CTO as an engineering leader and innovator, and outlines the characteristics and responsibilities of Peacetime and Wartime CTOs. It also discusses the challenges CTOs face during wartime and strategies for addressing them. By understanding these distinct roles and their responsibilities, technology leaders can better navigate their organisations through periods of growth and stability, as well as times of crisis and intense competition.
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.
Chief Technology Officeer at Michael McNally (Michael McNally)
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.
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