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For Directors of Engineering
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Topic - 65 Stories
ex-Data Architect at Traive Brasil
Defining What A Project Is and Is Not
When working on a project, it is important to understand what it is and what it is not in order to prevent scope creep and wasted time and energy. Recently, a presentation was given to a bank to explain the scope of a fintech project and what it did and did not cover. This helped to engage people's curiosity and prevent frustration due to limited creativity.
Data Coach at Self Employed
Being a Data Coach
After taking a vacation to reflect on his career, the author decided to become a freelance coach in the data space. He has since been successful in his role, and has learned that freelancing allows him to choose what he works on and when, and that he must be visible and part of the team he is coaching in order to demonstrate his value. He also advises to just do it and not be overwhelmed by self-doubt.
Engineering Manager (BI & Data) at Amazon
How to Unlock the Potential of Your Average Engineer
A manager had an engineer on their team who was not reaching their full potential. After some investigation, it was found that the engineer had a distorted understanding of proactivity and needed more confidence. Through one-on-ones and including them in product sync meetings, the engineer was able to gain more confidence and become a key contributor on the team. The manager learned that different companies have different mechanisms to steer up the performance discussion and that they should provide their engineers with both complexity and comfort in order to empower them to grow. They should also give feedback in real-time and be careful how they deliver it as average-performing engineers tend to underestimate their performance.
Head of Digital Product at Better Place Forests
Simultaneously Transitioning Two Offices from Waterfall to Agile
A consultant was brought in to roll out Agile to a 50 person engineering team across two offices. The consultant worked with the VP of Engineering and Product to develop pods aligned to business objectives, and then brought in a consultant to each office for 2 days of Scrum Master training. The consultant then provided coaching and guidance for each team for two months, and worked with the executive leadership team to set expectations around adoption and velocity. The lessons learned were that it is important to start with one team/pod that has practiced Agile before, and to roll out Agile to teams one at a time, allowing each team to adopt to Agile at their own pace. It is also important for all team members to have training and it's best if the team can do the training together.
Director of Engineering at BitSight Technologies
Implementing a Clear Promotion Process in a Growing Company
This article discusses the challenges a company faced when trying to promote employees in a systematic way across all leadership. To address this, the company created an engineering ladder and a promotion readiness document to provide clarity on expectations for everyone. This system opened up honest conversations between individuals and their managers, and it was so successful that other departments adopted similar approaches. As a result, people felt more inspired to challenge themselves and go after certain things.
Head of Engineering / Executive Team Member at Point Digital Finance
Expert Antidote to Repair a Toxic Culture
A mentor was helping a fresh graduate transition from college to professional life. The mentor took notes on the issues the mentee was facing and identified the core problem as a lack of a mentor or coach to guide her. The mentor then provided advice on how to align expectations with her manager, invest in learning, and provide effective feedback. In the end, the mentee was able to gain credibility and set herself up for professional success. The mentor learned the importance of listening and paying attention to detail, educating mentees on providing effective feedback, and helping them maintain professional boundaries.
Agent and Integrations Team Lead at Datadog
Improving at One-on-ones
After being promoted to team lead, an introvert struggled to lead one-on-one meetings. Initially, the conversations were always technical, but after reflecting on a disagreement with the team, the lead decided to be more direct and focus on personal topics. This allowed them to gain insight into the team's health and address issues before they became bigger problems.
Director of Engineering at Expedia Group
Finding the Right Moment of Opportunity to Advance Yourself
After working as an individual contributor for many years, the author decided to pursue a career in management. They took the initiative to manage a junior team in their office for a three month period, and received positive feedback. Through this experience, they learned the importance of taking ownership of their career, being a solution provider, staying informed, and having conversations with their managers.
Senior Director of Engineering at Headspace
Engineering Leader | Founder | Advisor
SVP Engineering at TeamSnap
SVP Engineering @TeamSnap
Senior Manager at Deloitte
VP of engineering at ZebPay
Engineering leader | Engaged Coder | Mentor
Head of Engineering at VMware Inc.
Cloud Services Leader with Mentoring Expertise and Global Team Management Experience ex-VMware Senior Director of Engineering
VP of Engineering at Provar
VP-Engineering, M.O.M (Manager of managers) at office, mentor at Plato & ADPList, maker at testzeus.com & instructor at TAU.
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Software Engineering Manager at Measurabl
A 4-Step Structure for Improving Your Pull Request Review Process for Better Code Delivery
The text discusses the importance of providing context in pull requests (PRs) to improve the PR review process and code development speed. It suggests that a strong PR should include sections such as an overview of the problem the change solves, the context for understanding the impact of the change, instructions for evaluating and replicating the change, and additional information like screenshots or documentation. By providing this context, reviewers can better understand the purpose and impact of the change, leading to more effective and efficient reviews.
Engineering Manager at GlobalLogic
Managing People More Experienced Than You
Leaders must be aware of the different personalities of their team members in order to effectively lead them. The DISC Assessment can be used to understand the strengths and personality traits of team members. Goals should be set according to the personality of the team member, with more flexibility for senior members. Leaders should also be aware of the motivations of their team members before assigning tasks.
Director of Engineering at glassnode
Improving the team members relationship in a new team with conflicting environment
When a new team is formed with new joiners to the company, the relationship between them can be poor. After talking to them individually, it was unclear who was creating the conflicting environment. To improve the situation, an off-site event was organised to get to know each other better and agree on an action plan. Follow up sessions were held to assess the team's happiness and spread knowledge. Ultimately, the team improved, but members were switched around to provide more opportunities. The key lessons learned were to start knowing each other well, share the impact of their actions, and have an off-site session for open and transparent conversation.
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