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How Initiative Can Gain You a Promotion?

This article provides advice on how to take initiative to get a promotion. It suggests changing your mindset, being explicit with your managers and leadership, and taking action to implement a promotion plan. It also emphasizes the importance of having a promotion plan and provides tips on how to get one. Finally, it shares an example of how mentorship can help someone get a promotion.

Scaling a Small Team with a Strong Foundation

Growing a small team into a large organization requires a strong foundation of initial hires, a shared direction, and the right leaders. As teams grow, technical challenges arise and the team must remain aligned on a single goal. Communication and teamwork become essential, and leaders must be highly motivated and driven while also being able to collaborate and work flexibly with others.

Tips and Tricks for Moving From IC to Management

This article discusses the transition from individual technical contributor (IC) to management, and the lessons learned along the way. The author emphasizes the importance of humility, honesty, and emotional intelligence in management, as well as the need to understand the perspectives of team members and how they can add value to the overall goal. The article also highlights the importance of one-on-one discussions and team meetings to provide a broader perspective and foster a learning culture within the team.

The Importance of Shared Priorities Between Managers and Direct Reports

In response to a team member's struggles with managing their workload and personal life during the COVID-19 pandemic, a manager applied the technique of setting a "cut line" for work priorities. This involved creating a list of tasks in priority order, drawing a line to indicate what would and wouldn't be done, and reviewing the list to ensure it was in the right order. This allowed the team member to focus on fewer tasks and gave them more time to figure out child care. The manager believes all employees should be empowered to make these types of lists with their managers to ensure honest conversations about tradeoffs when taking on new projects.

Resolving Conflicts Within a Team

A conflict arose between two engineers on a team over a coding style change. The team leader stepped in to mediate the dispute, and after a meeting with the team, the change was kept in the codebase. The change was innovative and important for the team's growth and development.

Understanding the Jump Between IC and Management

This article provides advice on when to take the leap from an IC engineer to a people manager. It outlines the different skills and qualities needed for each role, such as mentorship and coaching, prioritizing, delegation, technical leadership, making a large impact, clear communication, building trust, inspiring others, and having a growth mindset. It encourages readers to try the role and reassures them that they can always go back to being an IC if they don't enjoy it.

How an Agile Mindset Founded an Offset of Mentorship

This article discusses the concept of micro-mentorship, a form of mentorship that is tailored to the individual and is framed in an agile mindset. It is a way to provide mentorship without the need for a long-term commitment. The article also explains why micro-mentorship is preferable to content creation when it comes to mentoring relationships. It is more personal and provides more immediate value.

Shepherding a product from a Proof of Concept to Production

In May 2019, a team of four was tasked with creating a product with a tight deadline. After the product manager left, the team reached out to the core architecture team and began weekly cross-team meetings to iterate the design. The team realized they needed more resources and presented their findings to the leadership team. After gaining more resources, the team completed the code and component testing on schedule. The platform was well-received by customers, and the team learned the importance of involving all stakeholders, maximizing bandwidth, and creating a common communication channel.

Take the Time to Evaluate Your Career

After a reduction in force at his company, the author evaluated his career trajectory and determined that he could be more successful and enjoy his work more in an individual contributor role rather than a managerial one. He used a data-driven approach to plot tasks and responsibilities on an XY chart and found that many of the duties traditionally attributed to managers fell in the two left quadrants, while many of the duties normally completed by an IC were plotted on the right side of the graph. This realization required the author to suppress his ego and recognize what was best for both himself and the company.

Scaling Engineering @ Trustly

Trustly has seen significant growth in Europe and North America over the past year, with North America now representing close to half of total group revenue. In response, the Engineering team has doubled in size, expanding to 109 full-time employees across Brazil, Portugal, and the US. The team has evolved their road mapping and planning processes, and formalized the idea of a Technology Tribe to dedicate Engineering resources for Scalability, Reliability, Security, and Resiliency. The team looks forward to continued growth and evolution in 2022.

Working Moms and Problems They Face

This article discusses the struggles of a working mom and how to overcome them. It suggests having a coach to help establish a mindset, setting dedicated times for well-being, work, and family, and dealing with emotional agility. The lessons learned are to take care of yourself first, set clear goals, and be sure of what you are looking for.

Coaching Women Engineers: Professionally, and for Life

When mentoring women engineers, it is important to help them build confidence and articulate their goals clearly. It is also important to be inspiring and help them recognize their skills and resources. Mentors should be aware of the impact they have on others and strive to be the best example.

How to Build and Manage the First Product Roadmap for a Startup

When creating a product roadmap for a startup, it is important to structure priorities based on customer and business needs, and to format the roadmap in a way that reflects its flexibility. It is also important to include learning and discovery initiatives, marketing and sales activities, and timelines in the roadmap. Regularly touching on the roadmap and aligning key players and stakeholders with the aptitude for change will help increase the success of the product roadmap.

From Big Tech to Startup: Adding Value From Day 1

When transitioning from a large tech company to a startup, one must be prepared for a different set of rules and structures. Tasks such as creating a hiring process, building data infrastructure, and coordinating user research must be done, and the mindset must shift from data-driven to insights-driven. To be successful in a startup, one must add value from day one, develop processes, leverage their network, and outsource non-core tasks. Additionally, one must be careful not to recommend major changes while still new and focus on team relations to impact delivery.

Should You Stay Up to Date with Technical Skills As a Product Manager?

Having technical skills is essential for managers to stay connected to their team and understand their day-to-day tasks. Investing in learning new coding languages and data visualizers can help product owners reduce turnaround time and increase team motivation. Additionally, having technical skills can help managers innovate further and create more value for the company.

How to Spark Sales-Driven Change

A product owner at a B2B company noticed that customers were buying multiple products that they didn't need, and the sales team was pitching products that weren't suitable for certain customers. To address this, the product owner proposed a six-month experiment to create a data model that would recommend which product a sales team should sell to a customer at a single point in time. The experiment was successful and is still being used even after the product owner left the company. The product owner learned that it is important to keep the whole company in mind when optimizing and to gain both bottom-up and top-down support when sparking a significant change in an organization.

Getting Creative to Land Your First Tech Job

This article details the journey of a job seeker who was unable to gain a job in the Fintech industry. To stand out from other candidates, the job seeker created a PowerPoint presentation that detailed features and business proposals related to the company they were applying for. This strategy worked and the job seeker eventually landed a job in the product management market. The article also provides lessons learned, such as the importance of leveraging experience and taking any opportunity as a junior to build a resume.

What to Do When Candidates Turn Down Your Job Offer

Candidates are increasingly turning down job offers, even from top multinational technology companies. This could be due to employers not doing enough to pitch their company to candidates during the interview process. To resolve this, employers should create a framework of training for interviewers to ensure they spend time talking about the company's mission and vision, and how the role fits into the candidate's career goals. Additionally, employers should advocate for their brand, speak up about their Glassdoor job ratings, and instill a high amount of confidence in potential employees.

Strategies to Deliver Effective Employee Feedback

Feedback is an essential part of creating a high-performing culture. Managers should practice radical candor and use the right words and phrases when delivering feedback. The observer's bias, mission skillset, and excellence theories should be taken into consideration when providing feedback. Don't wait for quarterly reviews; provide feedback on a weekly basis to ensure issues are addressed quickly and efficiently.

Reasons Promoting From Within Is Better for Growing Your Business

When a principal engineer left a team without a backup plan, the Associate Director had to decide whether to groom a senior engineer to the next level or hire a Lead engineer from outside. The Associate Director chose to groom the senior engineer, giving him more ownership and products, and dividing the project lifecycle into three phases. The Associate Director invested a lot of time with the senior engineer, providing feedback and 1:1s, and after two quarters the senior engineer was ready to lead independently. The lessons learned from this experience were to invest in the internal team, be tactful in choosing and nurturing second-line leaders, and lead by example.

How Initiative Can Gain You a Promotion?

This article provides advice on how to take initiative to get a promotion. It suggests changing your mindset, being explicit with your managers and leadership, and taking action to implement a promotion plan. It also emphasizes the importance of having a promotion plan and provides tips on how to get one. Finally, it shares an example of how mentorship can help someone get a promotion.

Scaling a Small Team with a Strong Foundation

Growing a small team into a large organization requires a strong foundation of initial hires, a shared direction, and the right leaders. As teams grow, technical challenges arise and the team must remain aligned on a single goal. Communication and teamwork become essential, and leaders must be highly motivated and driven while also being able to collaborate and work flexibly with others.

Tips and Tricks for Moving From IC to Management

This article discusses the transition from individual technical contributor (IC) to management, and the lessons learned along the way. The author emphasizes the importance of humility, honesty, and emotional intelligence in management, as well as the need to understand the perspectives of team members and how they can add value to the overall goal. The article also highlights the importance of one-on-one discussions and team meetings to provide a broader perspective and foster a learning culture within the team.

The Importance of Shared Priorities Between Managers and Direct Reports

In response to a team member's struggles with managing their workload and personal life during the COVID-19 pandemic, a manager applied the technique of setting a "cut line" for work priorities. This involved creating a list of tasks in priority order, drawing a line to indicate what would and wouldn't be done, and reviewing the list to ensure it was in the right order. This allowed the team member to focus on fewer tasks and gave them more time to figure out child care. The manager believes all employees should be empowered to make these types of lists with their managers to ensure honest conversations about tradeoffs when taking on new projects.

Resolving Conflicts Within a Team

A conflict arose between two engineers on a team over a coding style change. The team leader stepped in to mediate the dispute, and after a meeting with the team, the change was kept in the codebase. The change was innovative and important for the team's growth and development.

Understanding the Jump Between IC and Management

This article provides advice on when to take the leap from an IC engineer to a people manager. It outlines the different skills and qualities needed for each role, such as mentorship and coaching, prioritizing, delegation, technical leadership, making a large impact, clear communication, building trust, inspiring others, and having a growth mindset. It encourages readers to try the role and reassures them that they can always go back to being an IC if they don't enjoy it.

How an Agile Mindset Founded an Offset of Mentorship

This article discusses the concept of micro-mentorship, a form of mentorship that is tailored to the individual and is framed in an agile mindset. It is a way to provide mentorship without the need for a long-term commitment. The article also explains why micro-mentorship is preferable to content creation when it comes to mentoring relationships. It is more personal and provides more immediate value.

Shepherding a product from a Proof of Concept to Production

In May 2019, a team of four was tasked with creating a product with a tight deadline. After the product manager left, the team reached out to the core architecture team and began weekly cross-team meetings to iterate the design. The team realized they needed more resources and presented their findings to the leadership team. After gaining more resources, the team completed the code and component testing on schedule. The platform was well-received by customers, and the team learned the importance of involving all stakeholders, maximizing bandwidth, and creating a common communication channel.

Take the Time to Evaluate Your Career

After a reduction in force at his company, the author evaluated his career trajectory and determined that he could be more successful and enjoy his work more in an individual contributor role rather than a managerial one. He used a data-driven approach to plot tasks and responsibilities on an XY chart and found that many of the duties traditionally attributed to managers fell in the two left quadrants, while many of the duties normally completed by an IC were plotted on the right side of the graph. This realization required the author to suppress his ego and recognize what was best for both himself and the company.

Scaling Engineering @ Trustly

Trustly has seen significant growth in Europe and North America over the past year, with North America now representing close to half of total group revenue. In response, the Engineering team has doubled in size, expanding to 109 full-time employees across Brazil, Portugal, and the US. The team has evolved their road mapping and planning processes, and formalized the idea of a Technology Tribe to dedicate Engineering resources for Scalability, Reliability, Security, and Resiliency. The team looks forward to continued growth and evolution in 2022.

Working Moms and Problems They Face

This article discusses the struggles of a working mom and how to overcome them. It suggests having a coach to help establish a mindset, setting dedicated times for well-being, work, and family, and dealing with emotional agility. The lessons learned are to take care of yourself first, set clear goals, and be sure of what you are looking for.

Coaching Women Engineers: Professionally, and for Life

When mentoring women engineers, it is important to help them build confidence and articulate their goals clearly. It is also important to be inspiring and help them recognize their skills and resources. Mentors should be aware of the impact they have on others and strive to be the best example.

How to Build and Manage the First Product Roadmap for a Startup

When creating a product roadmap for a startup, it is important to structure priorities based on customer and business needs, and to format the roadmap in a way that reflects its flexibility. It is also important to include learning and discovery initiatives, marketing and sales activities, and timelines in the roadmap. Regularly touching on the roadmap and aligning key players and stakeholders with the aptitude for change will help increase the success of the product roadmap.

From Big Tech to Startup: Adding Value From Day 1

When transitioning from a large tech company to a startup, one must be prepared for a different set of rules and structures. Tasks such as creating a hiring process, building data infrastructure, and coordinating user research must be done, and the mindset must shift from data-driven to insights-driven. To be successful in a startup, one must add value from day one, develop processes, leverage their network, and outsource non-core tasks. Additionally, one must be careful not to recommend major changes while still new and focus on team relations to impact delivery.

Should You Stay Up to Date with Technical Skills As a Product Manager?

Having technical skills is essential for managers to stay connected to their team and understand their day-to-day tasks. Investing in learning new coding languages and data visualizers can help product owners reduce turnaround time and increase team motivation. Additionally, having technical skills can help managers innovate further and create more value for the company.

How to Spark Sales-Driven Change

A product owner at a B2B company noticed that customers were buying multiple products that they didn't need, and the sales team was pitching products that weren't suitable for certain customers. To address this, the product owner proposed a six-month experiment to create a data model that would recommend which product a sales team should sell to a customer at a single point in time. The experiment was successful and is still being used even after the product owner left the company. The product owner learned that it is important to keep the whole company in mind when optimizing and to gain both bottom-up and top-down support when sparking a significant change in an organization.

Getting Creative to Land Your First Tech Job

This article details the journey of a job seeker who was unable to gain a job in the Fintech industry. To stand out from other candidates, the job seeker created a PowerPoint presentation that detailed features and business proposals related to the company they were applying for. This strategy worked and the job seeker eventually landed a job in the product management market. The article also provides lessons learned, such as the importance of leveraging experience and taking any opportunity as a junior to build a resume.

What to Do When Candidates Turn Down Your Job Offer

Candidates are increasingly turning down job offers, even from top multinational technology companies. This could be due to employers not doing enough to pitch their company to candidates during the interview process. To resolve this, employers should create a framework of training for interviewers to ensure they spend time talking about the company's mission and vision, and how the role fits into the candidate's career goals. Additionally, employers should advocate for their brand, speak up about their Glassdoor job ratings, and instill a high amount of confidence in potential employees.

Strategies to Deliver Effective Employee Feedback

Feedback is an essential part of creating a high-performing culture. Managers should practice radical candor and use the right words and phrases when delivering feedback. The observer's bias, mission skillset, and excellence theories should be taken into consideration when providing feedback. Don't wait for quarterly reviews; provide feedback on a weekly basis to ensure issues are addressed quickly and efficiently.

Reasons Promoting From Within Is Better for Growing Your Business

When a principal engineer left a team without a backup plan, the Associate Director had to decide whether to groom a senior engineer to the next level or hire a Lead engineer from outside. The Associate Director chose to groom the senior engineer, giving him more ownership and products, and dividing the project lifecycle into three phases. The Associate Director invested a lot of time with the senior engineer, providing feedback and 1:1s, and after two quarters the senior engineer was ready to lead independently. The lessons learned from this experience were to invest in the internal team, be tactful in choosing and nurturing second-line leaders, and lead by example.

How Initiative Can Gain You a Promotion?

This article provides advice on how to take initiative to get a promotion. It suggests changing your mindset, being explicit with your managers and leadership, and taking action to implement a promotion plan. It also emphasizes the importance of having a promotion plan and provides tips on how to get one. Finally, it shares an example of how mentorship can help someone get a promotion.

Scaling a Small Team with a Strong Foundation

Growing a small team into a large organization requires a strong foundation of initial hires, a shared direction, and the right leaders. As teams grow, technical challenges arise and the team must remain aligned on a single goal. Communication and teamwork become essential, and leaders must be highly motivated and driven while also being able to collaborate and work flexibly with others.

Tips and Tricks for Moving From IC to Management

This article discusses the transition from individual technical contributor (IC) to management, and the lessons learned along the way. The author emphasizes the importance of humility, honesty, and emotional intelligence in management, as well as the need to understand the perspectives of team members and how they can add value to the overall goal. The article also highlights the importance of one-on-one discussions and team meetings to provide a broader perspective and foster a learning culture within the team.

The Importance of Shared Priorities Between Managers and Direct Reports

In response to a team member's struggles with managing their workload and personal life during the COVID-19 pandemic, a manager applied the technique of setting a "cut line" for work priorities. This involved creating a list of tasks in priority order, drawing a line to indicate what would and wouldn't be done, and reviewing the list to ensure it was in the right order. This allowed the team member to focus on fewer tasks and gave them more time to figure out child care. The manager believes all employees should be empowered to make these types of lists with their managers to ensure honest conversations about tradeoffs when taking on new projects.

Resolving Conflicts Within a Team

A conflict arose between two engineers on a team over a coding style change. The team leader stepped in to mediate the dispute, and after a meeting with the team, the change was kept in the codebase. The change was innovative and important for the team's growth and development.

Understanding the Jump Between IC and Management

This article provides advice on when to take the leap from an IC engineer to a people manager. It outlines the different skills and qualities needed for each role, such as mentorship and coaching, prioritizing, delegation, technical leadership, making a large impact, clear communication, building trust, inspiring others, and having a growth mindset. It encourages readers to try the role and reassures them that they can always go back to being an IC if they don't enjoy it.

How an Agile Mindset Founded an Offset of Mentorship

This article discusses the concept of micro-mentorship, a form of mentorship that is tailored to the individual and is framed in an agile mindset. It is a way to provide mentorship without the need for a long-term commitment. The article also explains why micro-mentorship is preferable to content creation when it comes to mentoring relationships. It is more personal and provides more immediate value.

Shepherding a product from a Proof of Concept to Production

In May 2019, a team of four was tasked with creating a product with a tight deadline. After the product manager left, the team reached out to the core architecture team and began weekly cross-team meetings to iterate the design. The team realized they needed more resources and presented their findings to the leadership team. After gaining more resources, the team completed the code and component testing on schedule. The platform was well-received by customers, and the team learned the importance of involving all stakeholders, maximizing bandwidth, and creating a common communication channel.

Take the Time to Evaluate Your Career

After a reduction in force at his company, the author evaluated his career trajectory and determined that he could be more successful and enjoy his work more in an individual contributor role rather than a managerial one. He used a data-driven approach to plot tasks and responsibilities on an XY chart and found that many of the duties traditionally attributed to managers fell in the two left quadrants, while many of the duties normally completed by an IC were plotted on the right side of the graph. This realization required the author to suppress his ego and recognize what was best for both himself and the company.

Scaling Engineering @ Trustly

Trustly has seen significant growth in Europe and North America over the past year, with North America now representing close to half of total group revenue. In response, the Engineering team has doubled in size, expanding to 109 full-time employees across Brazil, Portugal, and the US. The team has evolved their road mapping and planning processes, and formalized the idea of a Technology Tribe to dedicate Engineering resources for Scalability, Reliability, Security, and Resiliency. The team looks forward to continued growth and evolution in 2022.

Working Moms and Problems They Face

This article discusses the struggles of a working mom and how to overcome them. It suggests having a coach to help establish a mindset, setting dedicated times for well-being, work, and family, and dealing with emotional agility. The lessons learned are to take care of yourself first, set clear goals, and be sure of what you are looking for.

Coaching Women Engineers: Professionally, and for Life

When mentoring women engineers, it is important to help them build confidence and articulate their goals clearly. It is also important to be inspiring and help them recognize their skills and resources. Mentors should be aware of the impact they have on others and strive to be the best example.

How to Build and Manage the First Product Roadmap for a Startup

When creating a product roadmap for a startup, it is important to structure priorities based on customer and business needs, and to format the roadmap in a way that reflects its flexibility. It is also important to include learning and discovery initiatives, marketing and sales activities, and timelines in the roadmap. Regularly touching on the roadmap and aligning key players and stakeholders with the aptitude for change will help increase the success of the product roadmap.

From Big Tech to Startup: Adding Value From Day 1

When transitioning from a large tech company to a startup, one must be prepared for a different set of rules and structures. Tasks such as creating a hiring process, building data infrastructure, and coordinating user research must be done, and the mindset must shift from data-driven to insights-driven. To be successful in a startup, one must add value from day one, develop processes, leverage their network, and outsource non-core tasks. Additionally, one must be careful not to recommend major changes while still new and focus on team relations to impact delivery.

Should You Stay Up to Date with Technical Skills As a Product Manager?

Having technical skills is essential for managers to stay connected to their team and understand their day-to-day tasks. Investing in learning new coding languages and data visualizers can help product owners reduce turnaround time and increase team motivation. Additionally, having technical skills can help managers innovate further and create more value for the company.

How to Spark Sales-Driven Change

A product owner at a B2B company noticed that customers were buying multiple products that they didn't need, and the sales team was pitching products that weren't suitable for certain customers. To address this, the product owner proposed a six-month experiment to create a data model that would recommend which product a sales team should sell to a customer at a single point in time. The experiment was successful and is still being used even after the product owner left the company. The product owner learned that it is important to keep the whole company in mind when optimizing and to gain both bottom-up and top-down support when sparking a significant change in an organization.

Getting Creative to Land Your First Tech Job

This article details the journey of a job seeker who was unable to gain a job in the Fintech industry. To stand out from other candidates, the job seeker created a PowerPoint presentation that detailed features and business proposals related to the company they were applying for. This strategy worked and the job seeker eventually landed a job in the product management market. The article also provides lessons learned, such as the importance of leveraging experience and taking any opportunity as a junior to build a resume.

What to Do When Candidates Turn Down Your Job Offer

Candidates are increasingly turning down job offers, even from top multinational technology companies. This could be due to employers not doing enough to pitch their company to candidates during the interview process. To resolve this, employers should create a framework of training for interviewers to ensure they spend time talking about the company's mission and vision, and how the role fits into the candidate's career goals. Additionally, employers should advocate for their brand, speak up about their Glassdoor job ratings, and instill a high amount of confidence in potential employees.

Strategies to Deliver Effective Employee Feedback

Feedback is an essential part of creating a high-performing culture. Managers should practice radical candor and use the right words and phrases when delivering feedback. The observer's bias, mission skillset, and excellence theories should be taken into consideration when providing feedback. Don't wait for quarterly reviews; provide feedback on a weekly basis to ensure issues are addressed quickly and efficiently.

Reasons Promoting From Within Is Better for Growing Your Business

When a principal engineer left a team without a backup plan, the Associate Director had to decide whether to groom a senior engineer to the next level or hire a Lead engineer from outside. The Associate Director chose to groom the senior engineer, giving him more ownership and products, and dividing the project lifecycle into three phases. The Associate Director invested a lot of time with the senior engineer, providing feedback and 1:1s, and after two quarters the senior engineer was ready to lead independently. The lessons learned from this experience were to invest in the internal team, be tactful in choosing and nurturing second-line leaders, and lead by example.

How Initiative Can Gain You a Promotion?

This article provides advice on how to take initiative to get a promotion. It suggests changing your mindset, being explicit with your managers and leadership, and taking action to implement a promotion plan. It also emphasizes the importance of having a promotion plan and provides tips on how to get one. Finally, it shares an example of how mentorship can help someone get a promotion.

Scaling a Small Team with a Strong Foundation

Growing a small team into a large organization requires a strong foundation of initial hires, a shared direction, and the right leaders. As teams grow, technical challenges arise and the team must remain aligned on a single goal. Communication and teamwork become essential, and leaders must be highly motivated and driven while also being able to collaborate and work flexibly with others.

Tips and Tricks for Moving From IC to Management

This article discusses the transition from individual technical contributor (IC) to management, and the lessons learned along the way. The author emphasizes the importance of humility, honesty, and emotional intelligence in management, as well as the need to understand the perspectives of team members and how they can add value to the overall goal. The article also highlights the importance of one-on-one discussions and team meetings to provide a broader perspective and foster a learning culture within the team.

The Importance of Shared Priorities Between Managers and Direct Reports

In response to a team member's struggles with managing their workload and personal life during the COVID-19 pandemic, a manager applied the technique of setting a "cut line" for work priorities. This involved creating a list of tasks in priority order, drawing a line to indicate what would and wouldn't be done, and reviewing the list to ensure it was in the right order. This allowed the team member to focus on fewer tasks and gave them more time to figure out child care. The manager believes all employees should be empowered to make these types of lists with their managers to ensure honest conversations about tradeoffs when taking on new projects.

Resolving Conflicts Within a Team

A conflict arose between two engineers on a team over a coding style change. The team leader stepped in to mediate the dispute, and after a meeting with the team, the change was kept in the codebase. The change was innovative and important for the team's growth and development.

Understanding the Jump Between IC and Management

This article provides advice on when to take the leap from an IC engineer to a people manager. It outlines the different skills and qualities needed for each role, such as mentorship and coaching, prioritizing, delegation, technical leadership, making a large impact, clear communication, building trust, inspiring others, and having a growth mindset. It encourages readers to try the role and reassures them that they can always go back to being an IC if they don't enjoy it.

How an Agile Mindset Founded an Offset of Mentorship

This article discusses the concept of micro-mentorship, a form of mentorship that is tailored to the individual and is framed in an agile mindset. It is a way to provide mentorship without the need for a long-term commitment. The article also explains why micro-mentorship is preferable to content creation when it comes to mentoring relationships. It is more personal and provides more immediate value.

Shepherding a product from a Proof of Concept to Production

In May 2019, a team of four was tasked with creating a product with a tight deadline. After the product manager left, the team reached out to the core architecture team and began weekly cross-team meetings to iterate the design. The team realized they needed more resources and presented their findings to the leadership team. After gaining more resources, the team completed the code and component testing on schedule. The platform was well-received by customers, and the team learned the importance of involving all stakeholders, maximizing bandwidth, and creating a common communication channel.

Take the Time to Evaluate Your Career

After a reduction in force at his company, the author evaluated his career trajectory and determined that he could be more successful and enjoy his work more in an individual contributor role rather than a managerial one. He used a data-driven approach to plot tasks and responsibilities on an XY chart and found that many of the duties traditionally attributed to managers fell in the two left quadrants, while many of the duties normally completed by an IC were plotted on the right side of the graph. This realization required the author to suppress his ego and recognize what was best for both himself and the company.

Scaling Engineering @ Trustly

Trustly has seen significant growth in Europe and North America over the past year, with North America now representing close to half of total group revenue. In response, the Engineering team has doubled in size, expanding to 109 full-time employees across Brazil, Portugal, and the US. The team has evolved their road mapping and planning processes, and formalized the idea of a Technology Tribe to dedicate Engineering resources for Scalability, Reliability, Security, and Resiliency. The team looks forward to continued growth and evolution in 2022.

Working Moms and Problems They Face

This article discusses the struggles of a working mom and how to overcome them. It suggests having a coach to help establish a mindset, setting dedicated times for well-being, work, and family, and dealing with emotional agility. The lessons learned are to take care of yourself first, set clear goals, and be sure of what you are looking for.

Coaching Women Engineers: Professionally, and for Life

When mentoring women engineers, it is important to help them build confidence and articulate their goals clearly. It is also important to be inspiring and help them recognize their skills and resources. Mentors should be aware of the impact they have on others and strive to be the best example.

How to Build and Manage the First Product Roadmap for a Startup

When creating a product roadmap for a startup, it is important to structure priorities based on customer and business needs, and to format the roadmap in a way that reflects its flexibility. It is also important to include learning and discovery initiatives, marketing and sales activities, and timelines in the roadmap. Regularly touching on the roadmap and aligning key players and stakeholders with the aptitude for change will help increase the success of the product roadmap.

From Big Tech to Startup: Adding Value From Day 1

When transitioning from a large tech company to a startup, one must be prepared for a different set of rules and structures. Tasks such as creating a hiring process, building data infrastructure, and coordinating user research must be done, and the mindset must shift from data-driven to insights-driven. To be successful in a startup, one must add value from day one, develop processes, leverage their network, and outsource non-core tasks. Additionally, one must be careful not to recommend major changes while still new and focus on team relations to impact delivery.

Should You Stay Up to Date with Technical Skills As a Product Manager?

Having technical skills is essential for managers to stay connected to their team and understand their day-to-day tasks. Investing in learning new coding languages and data visualizers can help product owners reduce turnaround time and increase team motivation. Additionally, having technical skills can help managers innovate further and create more value for the company.

How to Spark Sales-Driven Change

A product owner at a B2B company noticed that customers were buying multiple products that they didn't need, and the sales team was pitching products that weren't suitable for certain customers. To address this, the product owner proposed a six-month experiment to create a data model that would recommend which product a sales team should sell to a customer at a single point in time. The experiment was successful and is still being used even after the product owner left the company. The product owner learned that it is important to keep the whole company in mind when optimizing and to gain both bottom-up and top-down support when sparking a significant change in an organization.

Getting Creative to Land Your First Tech Job

This article details the journey of a job seeker who was unable to gain a job in the Fintech industry. To stand out from other candidates, the job seeker created a PowerPoint presentation that detailed features and business proposals related to the company they were applying for. This strategy worked and the job seeker eventually landed a job in the product management market. The article also provides lessons learned, such as the importance of leveraging experience and taking any opportunity as a junior to build a resume.

What to Do When Candidates Turn Down Your Job Offer

Candidates are increasingly turning down job offers, even from top multinational technology companies. This could be due to employers not doing enough to pitch their company to candidates during the interview process. To resolve this, employers should create a framework of training for interviewers to ensure they spend time talking about the company's mission and vision, and how the role fits into the candidate's career goals. Additionally, employers should advocate for their brand, speak up about their Glassdoor job ratings, and instill a high amount of confidence in potential employees.

Strategies to Deliver Effective Employee Feedback

Feedback is an essential part of creating a high-performing culture. Managers should practice radical candor and use the right words and phrases when delivering feedback. The observer's bias, mission skillset, and excellence theories should be taken into consideration when providing feedback. Don't wait for quarterly reviews; provide feedback on a weekly basis to ensure issues are addressed quickly and efficiently.

Reasons Promoting From Within Is Better for Growing Your Business

When a principal engineer left a team without a backup plan, the Associate Director had to decide whether to groom a senior engineer to the next level or hire a Lead engineer from outside. The Associate Director chose to groom the senior engineer, giving him more ownership and products, and dividing the project lifecycle into three phases. The Associate Director invested a lot of time with the senior engineer, providing feedback and 1:1s, and after two quarters the senior engineer was ready to lead independently. The lessons learned from this experience were to invest in the internal team, be tactful in choosing and nurturing second-line leaders, and lead by example.

How Initiative Can Gain You a Promotion?

This article provides advice on how to take initiative to get a promotion. It suggests changing your mindset, being explicit with your managers and leadership, and taking action to implement a promotion plan. It also emphasizes the importance of having a promotion plan and provides tips on how to get one. Finally, it shares an example of how mentorship can help someone get a promotion.

Scaling a Small Team with a Strong Foundation

Growing a small team into a large organization requires a strong foundation of initial hires, a shared direction, and the right leaders. As teams grow, technical challenges arise and the team must remain aligned on a single goal. Communication and teamwork become essential, and leaders must be highly motivated and driven while also being able to collaborate and work flexibly with others.

Tips and Tricks for Moving From IC to Management

This article discusses the transition from individual technical contributor (IC) to management, and the lessons learned along the way. The author emphasizes the importance of humility, honesty, and emotional intelligence in management, as well as the need to understand the perspectives of team members and how they can add value to the overall goal. The article also highlights the importance of one-on-one discussions and team meetings to provide a broader perspective and foster a learning culture within the team.

The Importance of Shared Priorities Between Managers and Direct Reports

In response to a team member's struggles with managing their workload and personal life during the COVID-19 pandemic, a manager applied the technique of setting a "cut line" for work priorities. This involved creating a list of tasks in priority order, drawing a line to indicate what would and wouldn't be done, and reviewing the list to ensure it was in the right order. This allowed the team member to focus on fewer tasks and gave them more time to figure out child care. The manager believes all employees should be empowered to make these types of lists with their managers to ensure honest conversations about tradeoffs when taking on new projects.

Resolving Conflicts Within a Team

A conflict arose between two engineers on a team over a coding style change. The team leader stepped in to mediate the dispute, and after a meeting with the team, the change was kept in the codebase. The change was innovative and important for the team's growth and development.

Understanding the Jump Between IC and Management

This article provides advice on when to take the leap from an IC engineer to a people manager. It outlines the different skills and qualities needed for each role, such as mentorship and coaching, prioritizing, delegation, technical leadership, making a large impact, clear communication, building trust, inspiring others, and having a growth mindset. It encourages readers to try the role and reassures them that they can always go back to being an IC if they don't enjoy it.

How an Agile Mindset Founded an Offset of Mentorship

This article discusses the concept of micro-mentorship, a form of mentorship that is tailored to the individual and is framed in an agile mindset. It is a way to provide mentorship without the need for a long-term commitment. The article also explains why micro-mentorship is preferable to content creation when it comes to mentoring relationships. It is more personal and provides more immediate value.

Shepherding a product from a Proof of Concept to Production

In May 2019, a team of four was tasked with creating a product with a tight deadline. After the product manager left, the team reached out to the core architecture team and began weekly cross-team meetings to iterate the design. The team realized they needed more resources and presented their findings to the leadership team. After gaining more resources, the team completed the code and component testing on schedule. The platform was well-received by customers, and the team learned the importance of involving all stakeholders, maximizing bandwidth, and creating a common communication channel.

Take the Time to Evaluate Your Career

After a reduction in force at his company, the author evaluated his career trajectory and determined that he could be more successful and enjoy his work more in an individual contributor role rather than a managerial one. He used a data-driven approach to plot tasks and responsibilities on an XY chart and found that many of the duties traditionally attributed to managers fell in the two left quadrants, while many of the duties normally completed by an IC were plotted on the right side of the graph. This realization required the author to suppress his ego and recognize what was best for both himself and the company.

Scaling Engineering @ Trustly

Trustly has seen significant growth in Europe and North America over the past year, with North America now representing close to half of total group revenue. In response, the Engineering team has doubled in size, expanding to 109 full-time employees across Brazil, Portugal, and the US. The team has evolved their road mapping and planning processes, and formalized the idea of a Technology Tribe to dedicate Engineering resources for Scalability, Reliability, Security, and Resiliency. The team looks forward to continued growth and evolution in 2022.

Working Moms and Problems They Face

This article discusses the struggles of a working mom and how to overcome them. It suggests having a coach to help establish a mindset, setting dedicated times for well-being, work, and family, and dealing with emotional agility. The lessons learned are to take care of yourself first, set clear goals, and be sure of what you are looking for.

Coaching Women Engineers: Professionally, and for Life

When mentoring women engineers, it is important to help them build confidence and articulate their goals clearly. It is also important to be inspiring and help them recognize their skills and resources. Mentors should be aware of the impact they have on others and strive to be the best example.

How to Build and Manage the First Product Roadmap for a Startup

When creating a product roadmap for a startup, it is important to structure priorities based on customer and business needs, and to format the roadmap in a way that reflects its flexibility. It is also important to include learning and discovery initiatives, marketing and sales activities, and timelines in the roadmap. Regularly touching on the roadmap and aligning key players and stakeholders with the aptitude for change will help increase the success of the product roadmap.

From Big Tech to Startup: Adding Value From Day 1

When transitioning from a large tech company to a startup, one must be prepared for a different set of rules and structures. Tasks such as creating a hiring process, building data infrastructure, and coordinating user research must be done, and the mindset must shift from data-driven to insights-driven. To be successful in a startup, one must add value from day one, develop processes, leverage their network, and outsource non-core tasks. Additionally, one must be careful not to recommend major changes while still new and focus on team relations to impact delivery.

Should You Stay Up to Date with Technical Skills As a Product Manager?

Having technical skills is essential for managers to stay connected to their team and understand their day-to-day tasks. Investing in learning new coding languages and data visualizers can help product owners reduce turnaround time and increase team motivation. Additionally, having technical skills can help managers innovate further and create more value for the company.

How to Spark Sales-Driven Change

A product owner at a B2B company noticed that customers were buying multiple products that they didn't need, and the sales team was pitching products that weren't suitable for certain customers. To address this, the product owner proposed a six-month experiment to create a data model that would recommend which product a sales team should sell to a customer at a single point in time. The experiment was successful and is still being used even after the product owner left the company. The product owner learned that it is important to keep the whole company in mind when optimizing and to gain both bottom-up and top-down support when sparking a significant change in an organization.

Getting Creative to Land Your First Tech Job

This article details the journey of a job seeker who was unable to gain a job in the Fintech industry. To stand out from other candidates, the job seeker created a PowerPoint presentation that detailed features and business proposals related to the company they were applying for. This strategy worked and the job seeker eventually landed a job in the product management market. The article also provides lessons learned, such as the importance of leveraging experience and taking any opportunity as a junior to build a resume.

What to Do When Candidates Turn Down Your Job Offer

Candidates are increasingly turning down job offers, even from top multinational technology companies. This could be due to employers not doing enough to pitch their company to candidates during the interview process. To resolve this, employers should create a framework of training for interviewers to ensure they spend time talking about the company's mission and vision, and how the role fits into the candidate's career goals. Additionally, employers should advocate for their brand, speak up about their Glassdoor job ratings, and instill a high amount of confidence in potential employees.

Strategies to Deliver Effective Employee Feedback

Feedback is an essential part of creating a high-performing culture. Managers should practice radical candor and use the right words and phrases when delivering feedback. The observer's bias, mission skillset, and excellence theories should be taken into consideration when providing feedback. Don't wait for quarterly reviews; provide feedback on a weekly basis to ensure issues are addressed quickly and efficiently.

Reasons Promoting From Within Is Better for Growing Your Business

When a principal engineer left a team without a backup plan, the Associate Director had to decide whether to groom a senior engineer to the next level or hire a Lead engineer from outside. The Associate Director chose to groom the senior engineer, giving him more ownership and products, and dividing the project lifecycle into three phases. The Associate Director invested a lot of time with the senior engineer, providing feedback and 1:1s, and after two quarters the senior engineer was ready to lead independently. The lessons learned from this experience were to invest in the internal team, be tactful in choosing and nurturing second-line leaders, and lead by example.

How Initiative Can Gain You a Promotion?

This article provides advice on how to take initiative to get a promotion. It suggests changing your mindset, being explicit with your managers and leadership, and taking action to implement a promotion plan. It also emphasizes the importance of having a promotion plan and provides tips on how to get one. Finally, it shares an example of how mentorship can help someone get a promotion.

Scaling a Small Team with a Strong Foundation

Growing a small team into a large organization requires a strong foundation of initial hires, a shared direction, and the right leaders. As teams grow, technical challenges arise and the team must remain aligned on a single goal. Communication and teamwork become essential, and leaders must be highly motivated and driven while also being able to collaborate and work flexibly with others.

Tips and Tricks for Moving From IC to Management

This article discusses the transition from individual technical contributor (IC) to management, and the lessons learned along the way. The author emphasizes the importance of humility, honesty, and emotional intelligence in management, as well as the need to understand the perspectives of team members and how they can add value to the overall goal. The article also highlights the importance of one-on-one discussions and team meetings to provide a broader perspective and foster a learning culture within the team.

The Importance of Shared Priorities Between Managers and Direct Reports

In response to a team member's struggles with managing their workload and personal life during the COVID-19 pandemic, a manager applied the technique of setting a "cut line" for work priorities. This involved creating a list of tasks in priority order, drawing a line to indicate what would and wouldn't be done, and reviewing the list to ensure it was in the right order. This allowed the team member to focus on fewer tasks and gave them more time to figure out child care. The manager believes all employees should be empowered to make these types of lists with their managers to ensure honest conversations about tradeoffs when taking on new projects.

Resolving Conflicts Within a Team

A conflict arose between two engineers on a team over a coding style change. The team leader stepped in to mediate the dispute, and after a meeting with the team, the change was kept in the codebase. The change was innovative and important for the team's growth and development.

Understanding the Jump Between IC and Management

This article provides advice on when to take the leap from an IC engineer to a people manager. It outlines the different skills and qualities needed for each role, such as mentorship and coaching, prioritizing, delegation, technical leadership, making a large impact, clear communication, building trust, inspiring others, and having a growth mindset. It encourages readers to try the role and reassures them that they can always go back to being an IC if they don't enjoy it.

How an Agile Mindset Founded an Offset of Mentorship

This article discusses the concept of micro-mentorship, a form of mentorship that is tailored to the individual and is framed in an agile mindset. It is a way to provide mentorship without the need for a long-term commitment. The article also explains why micro-mentorship is preferable to content creation when it comes to mentoring relationships. It is more personal and provides more immediate value.

Shepherding a product from a Proof of Concept to Production

In May 2019, a team of four was tasked with creating a product with a tight deadline. After the product manager left, the team reached out to the core architecture team and began weekly cross-team meetings to iterate the design. The team realized they needed more resources and presented their findings to the leadership team. After gaining more resources, the team completed the code and component testing on schedule. The platform was well-received by customers, and the team learned the importance of involving all stakeholders, maximizing bandwidth, and creating a common communication channel.

Take the Time to Evaluate Your Career

After a reduction in force at his company, the author evaluated his career trajectory and determined that he could be more successful and enjoy his work more in an individual contributor role rather than a managerial one. He used a data-driven approach to plot tasks and responsibilities on an XY chart and found that many of the duties traditionally attributed to managers fell in the two left quadrants, while many of the duties normally completed by an IC were plotted on the right side of the graph. This realization required the author to suppress his ego and recognize what was best for both himself and the company.

Scaling Engineering @ Trustly

Trustly has seen significant growth in Europe and North America over the past year, with North America now representing close to half of total group revenue. In response, the Engineering team has doubled in size, expanding to 109 full-time employees across Brazil, Portugal, and the US. The team has evolved their road mapping and planning processes, and formalized the idea of a Technology Tribe to dedicate Engineering resources for Scalability, Reliability, Security, and Resiliency. The team looks forward to continued growth and evolution in 2022.

Working Moms and Problems They Face

This article discusses the struggles of a working mom and how to overcome them. It suggests having a coach to help establish a mindset, setting dedicated times for well-being, work, and family, and dealing with emotional agility. The lessons learned are to take care of yourself first, set clear goals, and be sure of what you are looking for.

Coaching Women Engineers: Professionally, and for Life

When mentoring women engineers, it is important to help them build confidence and articulate their goals clearly. It is also important to be inspiring and help them recognize their skills and resources. Mentors should be aware of the impact they have on others and strive to be the best example.

How to Build and Manage the First Product Roadmap for a Startup

When creating a product roadmap for a startup, it is important to structure priorities based on customer and business needs, and to format the roadmap in a way that reflects its flexibility. It is also important to include learning and discovery initiatives, marketing and sales activities, and timelines in the roadmap. Regularly touching on the roadmap and aligning key players and stakeholders with the aptitude for change will help increase the success of the product roadmap.

From Big Tech to Startup: Adding Value From Day 1

When transitioning from a large tech company to a startup, one must be prepared for a different set of rules and structures. Tasks such as creating a hiring process, building data infrastructure, and coordinating user research must be done, and the mindset must shift from data-driven to insights-driven. To be successful in a startup, one must add value from day one, develop processes, leverage their network, and outsource non-core tasks. Additionally, one must be careful not to recommend major changes while still new and focus on team relations to impact delivery.

Should You Stay Up to Date with Technical Skills As a Product Manager?

Having technical skills is essential for managers to stay connected to their team and understand their day-to-day tasks. Investing in learning new coding languages and data visualizers can help product owners reduce turnaround time and increase team motivation. Additionally, having technical skills can help managers innovate further and create more value for the company.

How to Spark Sales-Driven Change

A product owner at a B2B company noticed that customers were buying multiple products that they didn't need, and the sales team was pitching products that weren't suitable for certain customers. To address this, the product owner proposed a six-month experiment to create a data model that would recommend which product a sales team should sell to a customer at a single point in time. The experiment was successful and is still being used even after the product owner left the company. The product owner learned that it is important to keep the whole company in mind when optimizing and to gain both bottom-up and top-down support when sparking a significant change in an organization.

Getting Creative to Land Your First Tech Job

This article details the journey of a job seeker who was unable to gain a job in the Fintech industry. To stand out from other candidates, the job seeker created a PowerPoint presentation that detailed features and business proposals related to the company they were applying for. This strategy worked and the job seeker eventually landed a job in the product management market. The article also provides lessons learned, such as the importance of leveraging experience and taking any opportunity as a junior to build a resume.

What to Do When Candidates Turn Down Your Job Offer

Candidates are increasingly turning down job offers, even from top multinational technology companies. This could be due to employers not doing enough to pitch their company to candidates during the interview process. To resolve this, employers should create a framework of training for interviewers to ensure they spend time talking about the company's mission and vision, and how the role fits into the candidate's career goals. Additionally, employers should advocate for their brand, speak up about their Glassdoor job ratings, and instill a high amount of confidence in potential employees.

Strategies to Deliver Effective Employee Feedback

Feedback is an essential part of creating a high-performing culture. Managers should practice radical candor and use the right words and phrases when delivering feedback. The observer's bias, mission skillset, and excellence theories should be taken into consideration when providing feedback. Don't wait for quarterly reviews; provide feedback on a weekly basis to ensure issues are addressed quickly and efficiently.

Reasons Promoting From Within Is Better for Growing Your Business

When a principal engineer left a team without a backup plan, the Associate Director had to decide whether to groom a senior engineer to the next level or hire a Lead engineer from outside. The Associate Director chose to groom the senior engineer, giving him more ownership and products, and dividing the project lifecycle into three phases. The Associate Director invested a lot of time with the senior engineer, providing feedback and 1:1s, and after two quarters the senior engineer was ready to lead independently. The lessons learned from this experience were to invest in the internal team, be tactful in choosing and nurturing second-line leaders, and lead by example.