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Topic - 514 Stories
Senior Manager Engineering
Transition from Individual Contributor to People Manager
This article is about the author's experience transitioning from an individual contributor to a manager role. The author was initially hesitant due to fear of losing technical domain knowledge and being an introvert. After accepting the offer, the author took courses, read books, and joined Toastmasters International to become a better leader. The author learned the importance of providing constructive feedback and how to observe and grow from people around them.
Principal Product Manager at Adobe
Building Internal Tools and Balancing Different Stakeholders’ Requirements
As a product manager, the author established relationships with internal business units to understand their needs and created a framework to assign impact scores to prioritize their requirements. Regular meetings with stakeholders were held to discuss the framework and data was used to secure alignment. The author also learned to be precise and detailed in their analysis and to have planning sessions with stakeholders to help them understand each other's goals.
Engineering Growth Manager at Gorgias
Resiliency — the Ability to Bounce Back
This article discusses the challenges faced by a leader in a team-based environment. The leader was eager to prove themselves, but neglected relationship-building and instead focused on career and project management. This caused the team to feel neglected, and when a tight deadline was missed due to a forgotten feature, the team blamed the leader. The leader took responsibility and apologized, and then created a roadmap and delegated tasks to improve the situation. The leader learned to prioritize important tasks, build relationships, and never make the team feel neglected.
VP Software / AI Enablement at Ginkgo Bioworks
Improve Your Hiring Process During Rapid Growth
When a software team at a rapidly expanding company needed to hire more engineers, they faced problems with consistency in their hiring process. To improve the process, the team introduced an ATS to track candidates, sent out emails to the interview panel with context about the candidate and assigned roles to each panel member, and trained people to write down feedback. These changes were effective in improving the process and creating a better experience for both interviewers and interviewees.
Senior Engineering Manager at Plato
How Reminders can Unleash Your Full Potential
When transitioning from an IC to a manager, it is important to treat leadership like an engineering discipline. This includes maintaining a healthy calendar, setting reminders for tasks, and performing a retrospective on performance. Reading resources and owning consequences when something goes wrong are also important tips for new managers.
Distinguished Engineer at TeamSnap
Interviewing for the Future of the Company
This article discusses the importance of having a process for interviewing and hiring employees. The author suggests creating a leveling rubric that defines each level of the career ladder and incorporating it into the interview process. This allows the interviewer to learn more about the candidate and evaluate them objectively. The author also suggests having a manager blueprint conversation to ask the candidate about their successes and failures. Finally, the author emphasizes the importance of hiring for the future and aligning the personal goals of employees with the future of the company.
Director of Engineering
Hack Your Team: How to Stay Connected With Your Remote Team
As companies transition to remote work due to the pandemic, communication between teammates has become fragmented. To keep teams connected, it is important to establish blocked times, read the room, set up regular interaction points, and be cognizant of team members' needs. Leaders should also trust their teammates, be vulnerable, acknowledge problems, and differentiate between what is and isn't within their control.
Director of Product at Goodera
Hustling to Land a Role in the Tech World
A person looking to enter the tech space as a product leader can pursue an MBA to increase their hireability, or they can take a shot and hustle their way into a position. This can be done by offering to work for free as a trial period, and then the company can decide whether to keep them on or continue hiring. It is important to take ownership of tasks and projects, as many companies value this.
CTO at Reddit
Founding engineer at Reddit, passionate about mentorship and public speaking.
Engineering leader at Target
Liaison officer at AnitaB AI committee, Engineering leader
Staff Software Engineer at Slack
Salesforce veteran and ex-Ebay
Head of Engineering at Naranja X ⭐⭐⭐
Telemedicine Researcher / Plants Lover / Enthusiast Basketball Player
VP of Engineering at Kiddom, Inc.
Engineering executive • ex-Affirm | Square | Google
VP of Product at Zenchef France
Product, Engineering and Transformation Leader - ex ManoMano/Airbus
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Software Engineering Manager at Measurabl
The Power of 'foo_*': The Art of Balancing Flow and Clarity when Naming Things
The article discusses the challenge of naming things in coding and proposes an incremental naming method as a solution. The method suggests starting with temporary, functional names and gradually refining them as the understanding of the system evolves. This approach allows for maintaining flow and momentum while ensuring code quality. The transition from temporary to meaningful names is guided by considering the core purpose of the component, its fit in the overall system, and its descriptive nature. The temporary names also serve as indicators for refactoring and code review. The article concludes that striking a balance between flow and code quality is essential, and "Good Enough" in the moment can lead to "Great" in the long run.
CEO at Plato
Maximizing Your Current Job for Future Entrepreneurship
To maximize your current job for future entrepreneurship, it is important to find a unique insight and identify problems that have not been adequately addressed. This can be done by reflecting on personal experiences, talking to customers, and observing company challenges. By doing so, you can uncover valuable insights that can lead to entrepreneurial opportunities in the future.
Senior Engineering Manager at Facebook
Navigating the Transition to Hybrid Work
This article discusses the challenges and strategies for engineering leaders as they transition to a hybrid work model. It emphasizes the importance of improving presentation skills, actively participating in meetings, and expanding knowledge and expertise. The article suggests practicing presentations, seeking feedback, and continuously learning as key approaches to enhance effectiveness in a hybrid work environment.
Managers: The One-on-One is not your meeting
One-on-One meetings should not be used by managers as a platform to set their own agenda, but rather as an opportunity for team members to communicate their own topics and seek guidance. Managers should encourage team members to come prepared with their own agenda and goals, and should foster an environment of honest dialogue and deep understanding. Managers should also use these meetings to identify growth opportunities and provide support and guidance. By approaching one-on-one meetings as collaborative sessions, managers can facilitate personal growth, honest communication, and a more productive and motivated team.
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.
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