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Topic - 638 Stories
Director, Head of Digital Product, iShares at BlackRock
Securing a Big Leap Buy-In
This article outlines the steps taken to gain board-level buy-in for a product initiative, including identifying a committed sponsor, understanding the key drivers for different executives, and having multiple 'big leap' bets or experiments running simultaneously. It also provides lessons learned, such as over-communicating with the sponsor and delegates throughout the process, and being prepared to promote the product from the moment it starts gaining traction.
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.
Senior Manager, Product Management at Salesforce.com
Managing Expectations: Product Management in a Startup
When a product lead joins a startup, they must manage up and collaborate with the founder to create a product vision. This requires clear communication and transparency, as well as collecting data and getting perspectives from all functions within the company. It is important to tailor the content according to the audience and to be proactive and forthright in conversations.
COO at ShippyPro
Building a Product Team as an Engineering Leader
When a VP of engineering joined a company, they found a huge disconnect between the product roadmap and what was achieved by the engineering team. To bridge the gap, they created a parallel product team and hired a product owner for each engineering team. This helped to reduce the "engineering versus product" competitiveness and created a single roadmap. To ensure success, it is important to clearly define roles and create a platform of opportunities for product and engineering leadership.
Software Engineering Manager at People.ai
Putting a Stake in the Ground
It is difficult to secure buy-in from engineering leadership for a research-heavy team if they are not given concrete promises. To ensure support, it is important to make a list of concrete promises and develop a product-oriented roadmap of research-based deliveries. Taking a risk and making commitments is necessary to fuel the development process, even if it means encountering a lot of uncertainties.
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.
VP of Product Engineering at Cruise
How to Drive Operational Excellence
Product technology leadership face various challenges such as balancing velocity and quality, product features and tune-ups, and staffing investment. The largest determinant of success is the ”speed of innovation”, which consists of two categories: innovation (product features) and tune-up items driving the speed of innovation. Prioritization should be based on customer impact, business impact, and operational efficiency. Alignment and prioritization with the Product and Engineering teams is crucial, and metrics should be captured to inform data-driven decision making. Lastly, transparency and clear communication on decisions and tradeoffs should be maintained, with follow-through on execution and delivery.
Head of Product Engineering at Medium
Integrating a newly acquired startup into your company
When Salesforce acquired Rypple, a small startup based in Toronto, the two teams had difficulty integrating due to their different cultures. To resolve the conflict, Salesforce sent engineers to Toronto and Rypple's engineers to San Francisco, and they used Scrum teams to cross-pollinate and work remotely. The key lesson learned was that communication, setting expectations, and face-to-face time are essential for successful integration of two companies.
CTO at Crisis Text Line
Growth oriented technology leader
Growth Engineering Leader at Faire
Growth Engineering Leader | Advisor | Mentor | Board Member - Scaling High-Performing Teams to Drive Business Growth - MBA
VP of Software Engineering at SambaNova Systems
Engineering & Product Leader | CTO | VPE
Chief Technology Officer at Uplevel
Mistakes don't define you; It's what you learn and do next that does.
VP Engineering / Sr. Director, Engineering at F5
ex-Shape | VP Engineering
SVP and Head of Engineering at Interactions
Seasoned engineering leader with proven track record in architecting, building, and delivering enterprise products utilizing AI.
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Engineering Manager at Atlassian
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.
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.
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