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For Engineering Managers
For Directors of Engineering
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Topic - 634 Stories
Director of Engineering at Lyft
Delegation – a prerequisite for management
This article discusses the importance of delegation for scaling teams and motivating others. It outlines the author's experience transitioning from an execution-focused role to a management role, and how he learned to delegate tasks to his team's tech lead. He found that delegation enabled him to focus on problems he may not have anticipated, grow people faster, and have a better personal balance.
VP of Engineering at Optimizely
Steps to Take with an Underperforming Employee Before Implementing a PIP
Managers should have sufficient documentation when dealing with an underperforming employee, and should discuss the issue with the employee and provide feedback to correct it. Shared documentation, explicit articulation of consequences, and a coaching memo can help transition the employee out of the company. This process can take up to 6 months and has a 15-20% success rate. It is important to provide support to the employee and be aware of other employees' reactions.
Sr Director of Engineering at Ripple
Performance Management and Promotional Processes in Startups
This article outlines ways for early stage startups to approach performance management and promotional development. It suggests establishing a good cadence, giving team members stretch work, collecting data, and conducting performance reviews every three months. It also emphasizes the importance of defining and articulating the promotional process, and understanding the difference between promotions and raises.
Engineering Manager at Google
Lessons Learned from a Broken Relationship with a Manager
After a disagreement with his manager over the hiring process, the narrator's relationship with his manager deteriorated and eventually ended when his manager left the company. Through this experience, the narrator learned the importance of assuming good intentions, aligning values and strengths with the company culture, and having a structured outlook when interviewing or deciding to work with a team or organization. He also realized that staying in a position at a company because of a good manager is just as important as leaving a manager, not a company.
Engineering Manager at Atlassian
Getting Team Buy-in To Improve
When starting as a new manager of an existing team, it is important to take a step back and observe the team from both the inside and outside. After collecting feedback, involve the team in decision making and brainstorming solutions. This approach was successful for the new manager at Atlassian, who was able to reorganize the team's planning process and create a healthy team environment.
Senior Engineering Manager at Chan Zuckerberg Initiative
Being A New Manager On a Dispirited Team
A manager took over a troubled team with low morale and output. To build trust and start fixing the deeper issues, they had 1:1s with each team member, dealt with low hanging fruit issues, and fixed the scrum process. To deal with deeper issues, they built a career plan, roadmap, and an open and transparent environment. The two lessons learned were to listen to the team and build an environment for feedback.
CEO at Illinois Technology Association (ITA)
The Best Leaders are Storytellers
Companies have traditionally relied on data-driven presentations to provide insights and ideas for change. However, the power of storytelling can be used to communicate and educate about a brand and focus, and to connect with audiences from all backgrounds. Stories are universal and create authentic meaning, and can be used to demonstrate passions and successes. Leaders should use storytelling to create meaningful connections and collaboration.
Head of Technology at Brick Abode
How to Be an Effective New Manager
A successful transition from individual contributor to manager requires a shift in mindset from focusing on one area to keeping an eye out and harmonizing the overall situation. To do this, the manager should have regular one-on-one meetings with their team members and use an ancient Egyptian story of the king as an eye to symbolize the importance of paying attention and observing.
VP Engineering at Akeneo
Engineering leader at Target
Liaison officer at AnitaB AI committee, Engineering leader
Head of Engineering at Naranja X ⭐⭐⭐
Telemedicine Researcher / Plants Lover / Enthusiast Basketball Player
Growth Engineering Leader at Faire
Growth Engineering Leader | Advisor | Mentor | Board Member - Scaling High-Performing Teams to Drive Business Growth - MBA
VP of Engineering at Kiddom, Inc.
Engineering executive • ex-Affirm | Square | Google
VP of Software Engineering at SambaNova Systems
Engineering & Product Leader | CTO | VPE
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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.
Head of Engineering - VP at EndorLabs
The ROI-Centric Approach: Persuading Senior Leadership to Make Strategic Investments
To effectively communicate the ROI and gain support from senior leadership and executives, it is important to focus on the return on investment and articulate the business value and ROI associated with proposals. This includes emphasizing the impact of investments in talent and software on the company's bottom line, quantifying the potential returns, and aligning needs with strategic objectives. Doing so will enable senior leadership to understand what they are buying and make a compelling case for strategic investments.
CD (Chris Dolezalek)
EVP, R&D at Hum Capital, Inc
So, you want to be a manager?
This article provides advice for new managers on how to transition from engineering to management. It discusses how to try out management tasks before committing to the role, how to manage interns, and the responsibilities of being a manager. It also provides resources for developing new managers in product management.
Chief AI and Business at Nodeflux
Mastering B2B AI SaaS Presentations: Winning Over Stakeholders
When presenting a B2B AI SaaS product, it is important to understand the three primary types of decision makers: financial, technical, and operational. To effectively navigate the presentation process, start by engaging with the highest decision makers and emphasizing the tangible benefits of the AI solution. Then, tailor the presentation to the operational stakeholders' specific needs and address the technical stakeholders' concerns by demonstrating a deep understanding of their technical landscape. Finally, establish a collaborative relationship with the IT department to ensure seamless integration and data security.
Engineering Director at Visium
Working Effectively In a Remote Environment
This article outlines the best practices that were adopted to ensure business continuity during the Covid-19 pandemic. These practices included fostering a self-service mindset, promoting asynchronous communication, and providing clear communication guidelines. These measures allowed for streamlined onboarding, improved meeting efficiency, and reduced distractions. As we continue to adapt to the remote-first era, these best practices will be essential in charting our path forward.
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