Knowledge shared by our community

When a Lack of Clarity Impacts Performance

In recent months, the lack of clarity in the team's goals led to dysfunctionality. To address this, the author implemented "How we roll" meetings, weekly one-on-ones with stakeholders, and monthly retrospectives. These measures improved clarity and collaboration across departments, and the author learned the importance of customizing working relationships between Engineering and other departments.

Building Trust With a New Team

This article discusses the challenges of building trust with a new team in a remote context. The author outlines several actions they took to build trust, such as arranging regular one-on-ones, creating a supportive environment, recognizing team members' efforts, and shielding the team from external requests. The article also highlights the importance of investing in relationships and understanding how team members prefer to receive recognition.

Is Becoming an EM a Promotion

This article discusses the transition from an individual contributor to an engineering manager. The author shares the steps they took to make the transition successful, such as creating a 30/60/90 day plan, researching the role, delegating tasks, and building trust with their team. They also emphasize the importance of questioning one's motives for wanting to become a manager and understanding the expectations of the role. Lastly, they discuss the need to adjust metrics for success as one moves up the ladder.

Reaching Out to a Struggling Peer

A senior engineering manager offered to help a new engineering manager from the marketing technology department who was struggling with the nitty gritty of the job. Through conversations, it was revealed that the new manager was having difficulty prioritizing tasks and delegating work. The senior manager taught the new manager how to prioritize tasks and delegate work, as well as how to communicate more effectively with their team and other departments. After a while, the new manager became independent and excelled in delegation and empowerment. The senior manager learned the importance of prioritizing tasks and asking for help when needed.

Providing Career Guidance to Your Employees

A software engineer was having difficulty focusing on their work due to a newfound interest in product management. The leader helped them weigh their options and encouraged them to learn the skills necessary for product management while continuing their current path. Through periodic check-ins and understanding the engineer's perspective, their performance improved. Ultimately, the engineer became a great coder and the leader learned lessons about understanding perspectives, helping with important decisions, and speaking up when help is needed.

Thinking Long-Term When Adopting New Technology

The author encountered a situation in which their team was not engaged in the work of upgrading the company's technology stack. The author took the initiative to reach out to their teammates, encouraging them to look deeply into the facts and possibilities, and emphasizing the importance of making decisions that would serve the company in the long run. Through this process, the author learned lessons about making long-term decisions, selling technology and methodology, and taking the time to do homework and think about issues.

Overcoming Imposter Syndrome as a New Manager

Making the transition from being an individual contributor to a manager or director can be a difficult and daunting experience. It is important to understand the differences between the two roles and to find mentors with the right experience to help you. It is also important to be willing to start from scratch and to accept the fact that you will no longer be coding as much. Finally, it is important to remember that being a good manager does not necessarily require being the smartest engineer in the room.

Letting an Employee Go With Kindness

Letting someone go for the first time as a manager can be a stressful experience. It is important to be prepared with a script and to be mindful of the emotions of the person being let go. HR should be consulted and the decision should be linked to tangible events in the past. It is also important to not blame the person entirely and to be careful with the words used.

Learning to Step Back as a Manager

Many engineers who become managers are often the most knowledgeable in their field, but this does not always equate to being the best manager. Companies often fall into this pattern, as engineers tend to want to solve everything themselves. Managers should learn to delegate tasks and provide support to their team, while also shielding them from distractions. They should also be flexible and willing to experiment with different strategies to find what works best for their team.

Self-Actualizing as a Woman in Tech

This woman in management has experienced a journey of ups and downs in her career, and has learned that taking control of her career is the best way to reach her higher calling to leadership. She suggests taking risks, building a strong network, and reading books to gain a full perspective on management. Ultimately, she believes that having the choice to navigate her career gives her a sense of ownership and motivation.

Becoming the Manager Who Makes a Difference

After progressing to management, the author was relegated back to being an IC after an organizational restructuring. To take control of their career, they tried working as a developer again but it was not for them. They eventually interviewed with another team and became their new manager. They learned that it is important to be honest with yourself and try out different roles to find the right fit. They also learned that being a people manager creates a whole new set of responsibilities and it may take years to find the right career. Lastly, they found that being present during meetings and bringing the vision to the team is very important.

Changing the Tone of the Room as a New Manager

This story follows the journey of a manager who was tasked with helping a team with delivery issues. After struggling to break the negative cycle, the manager learned that it was important to be open and transparent with the team and to treat them with respect. Through reading books and having conversations, the manager was able to shift the dynamics and create a more trusting and productive environment. The key lesson learned was that influence does not come from worrying about being taken seriously, but rather by making a deeper connection with the team and being empathetic to their needs.

Building an Engineering Team Culture

This engineering team created their own culture from scratch, defining their identity, tagline, vision, and values. They also created behaviors and an engineering culture indicator to measure progress and improvement. They have been successful in creating a culture that is inspiring to other teams, and have learned the importance of dedicating time to keep the culture alive and connecting with engineers to understand their aspirations.

Sustainable Scaling: A Myth or Reality

Tech companies face the challenge of sustainable scaling due to the scarcity of engineering talent and high rotation rates. To tackle this problem, a company introduced new approaches and tooling, such as a vending machine for tools, micro-teams with specific domain knowledge, and a technical community to share best practices. These measures have helped reduce onboarding time, provide continuous technical challenges, and decrease time to market for new features.

Maximizing Positive Impact as a Company

Silicon Valley used to have a collaborative vibe, but now it has become an advertisement machine. The author's current start-up is challenging this new normal by trying to have a positive social impact. The author has learned that it is important to find a mission that is bigger than just making money, and to take a step back to understand how their product is impacting people's lives.

Following the Customer’s Lead

This article discusses the challenges of being in a start-up project team and how to make sure the product is user-centered. The author suggests looking into support tickets to identify problems and feedback, and categorizing them into buckets with action items. This process can involve other departments and make customers feel heard.

Working With Different Styles of Communication

This article discusses the importance of understanding the motivations and communication preferences of those you work with in order to collaborate effectively. It emphasizes the need for empathy and understanding of different communication styles, as well as the importance of having bulletproof processes in place to ensure team efficiency. It also highlights the importance of having a strong argument and vision when introducing OKRs to the organization.

Writing a Manager’s User Manual

The manager has adopted the practice of creating a manager's user manual to document how to best work with them. They found a template online and included sections on their view of success, communication style, potential annoyances, trust-building factors, strengths and weaknesses, expectations for direct reports, one-on-one meetings, preferred channels of communication, and feedback preferences. The manual has evolved over time based on feedback and experiences, and it is kept on their internal company profile for easy access. The manager has found that the manual helps new colleagues come prepared to meetings and has improved their communication and relationships with their team.

Prioritizing Time as a Manager

The author of the text faced challenges in keeping up with the demands of a growing team, leading to constant meetings and no downtime. They struggled to prioritize which meetings were necessary and experienced burnout from trying to have one-on-ones with everyone. To address this, they adopted the "Most Important Thing" (MIT) framework, where they identified the most important thing they had done and the most important thing they expected to do the next day. They also implemented a weekly reflection to evaluate their accomplishments and set goals for the following week. Through these practices, they realized they didn't need to attend every project status meeting and were able to delegate more, allowing them to focus on higher-level tasks. The author learned the importance of letting go of control, collaborating with other leaders, and saying no to things they no longer had time for.

Engaging With a Candidate During the Interview

The hiring manager discusses the problem of feeling underprepared when selling a position to potential candidates and shares the actions they have taken to improve their approach. They have developed a template to focus on what is important to the company and the candidate, and come prepared with more information about the company and the team. They also emphasize the importance of stretching new managers and providing growth opportunities. The lessons learned include the value of being prepared, considering long-term success, and being authentic and transparent in the hiring process.

When a Lack of Clarity Impacts Performance

In recent months, the lack of clarity in the team's goals led to dysfunctionality. To address this, the author implemented "How we roll" meetings, weekly one-on-ones with stakeholders, and monthly retrospectives. These measures improved clarity and collaboration across departments, and the author learned the importance of customizing working relationships between Engineering and other departments.

Building Trust With a New Team

This article discusses the challenges of building trust with a new team in a remote context. The author outlines several actions they took to build trust, such as arranging regular one-on-ones, creating a supportive environment, recognizing team members' efforts, and shielding the team from external requests. The article also highlights the importance of investing in relationships and understanding how team members prefer to receive recognition.

Is Becoming an EM a Promotion

This article discusses the transition from an individual contributor to an engineering manager. The author shares the steps they took to make the transition successful, such as creating a 30/60/90 day plan, researching the role, delegating tasks, and building trust with their team. They also emphasize the importance of questioning one's motives for wanting to become a manager and understanding the expectations of the role. Lastly, they discuss the need to adjust metrics for success as one moves up the ladder.

Reaching Out to a Struggling Peer

A senior engineering manager offered to help a new engineering manager from the marketing technology department who was struggling with the nitty gritty of the job. Through conversations, it was revealed that the new manager was having difficulty prioritizing tasks and delegating work. The senior manager taught the new manager how to prioritize tasks and delegate work, as well as how to communicate more effectively with their team and other departments. After a while, the new manager became independent and excelled in delegation and empowerment. The senior manager learned the importance of prioritizing tasks and asking for help when needed.

Providing Career Guidance to Your Employees

A software engineer was having difficulty focusing on their work due to a newfound interest in product management. The leader helped them weigh their options and encouraged them to learn the skills necessary for product management while continuing their current path. Through periodic check-ins and understanding the engineer's perspective, their performance improved. Ultimately, the engineer became a great coder and the leader learned lessons about understanding perspectives, helping with important decisions, and speaking up when help is needed.

Thinking Long-Term When Adopting New Technology

The author encountered a situation in which their team was not engaged in the work of upgrading the company's technology stack. The author took the initiative to reach out to their teammates, encouraging them to look deeply into the facts and possibilities, and emphasizing the importance of making decisions that would serve the company in the long run. Through this process, the author learned lessons about making long-term decisions, selling technology and methodology, and taking the time to do homework and think about issues.

Overcoming Imposter Syndrome as a New Manager

Making the transition from being an individual contributor to a manager or director can be a difficult and daunting experience. It is important to understand the differences between the two roles and to find mentors with the right experience to help you. It is also important to be willing to start from scratch and to accept the fact that you will no longer be coding as much. Finally, it is important to remember that being a good manager does not necessarily require being the smartest engineer in the room.

Letting an Employee Go With Kindness

Letting someone go for the first time as a manager can be a stressful experience. It is important to be prepared with a script and to be mindful of the emotions of the person being let go. HR should be consulted and the decision should be linked to tangible events in the past. It is also important to not blame the person entirely and to be careful with the words used.

Learning to Step Back as a Manager

Many engineers who become managers are often the most knowledgeable in their field, but this does not always equate to being the best manager. Companies often fall into this pattern, as engineers tend to want to solve everything themselves. Managers should learn to delegate tasks and provide support to their team, while also shielding them from distractions. They should also be flexible and willing to experiment with different strategies to find what works best for their team.

Self-Actualizing as a Woman in Tech

This woman in management has experienced a journey of ups and downs in her career, and has learned that taking control of her career is the best way to reach her higher calling to leadership. She suggests taking risks, building a strong network, and reading books to gain a full perspective on management. Ultimately, she believes that having the choice to navigate her career gives her a sense of ownership and motivation.

Becoming the Manager Who Makes a Difference

After progressing to management, the author was relegated back to being an IC after an organizational restructuring. To take control of their career, they tried working as a developer again but it was not for them. They eventually interviewed with another team and became their new manager. They learned that it is important to be honest with yourself and try out different roles to find the right fit. They also learned that being a people manager creates a whole new set of responsibilities and it may take years to find the right career. Lastly, they found that being present during meetings and bringing the vision to the team is very important.

Changing the Tone of the Room as a New Manager

This story follows the journey of a manager who was tasked with helping a team with delivery issues. After struggling to break the negative cycle, the manager learned that it was important to be open and transparent with the team and to treat them with respect. Through reading books and having conversations, the manager was able to shift the dynamics and create a more trusting and productive environment. The key lesson learned was that influence does not come from worrying about being taken seriously, but rather by making a deeper connection with the team and being empathetic to their needs.

Building an Engineering Team Culture

This engineering team created their own culture from scratch, defining their identity, tagline, vision, and values. They also created behaviors and an engineering culture indicator to measure progress and improvement. They have been successful in creating a culture that is inspiring to other teams, and have learned the importance of dedicating time to keep the culture alive and connecting with engineers to understand their aspirations.

Sustainable Scaling: A Myth or Reality

Tech companies face the challenge of sustainable scaling due to the scarcity of engineering talent and high rotation rates. To tackle this problem, a company introduced new approaches and tooling, such as a vending machine for tools, micro-teams with specific domain knowledge, and a technical community to share best practices. These measures have helped reduce onboarding time, provide continuous technical challenges, and decrease time to market for new features.

Maximizing Positive Impact as a Company

Silicon Valley used to have a collaborative vibe, but now it has become an advertisement machine. The author's current start-up is challenging this new normal by trying to have a positive social impact. The author has learned that it is important to find a mission that is bigger than just making money, and to take a step back to understand how their product is impacting people's lives.

Following the Customer’s Lead

This article discusses the challenges of being in a start-up project team and how to make sure the product is user-centered. The author suggests looking into support tickets to identify problems and feedback, and categorizing them into buckets with action items. This process can involve other departments and make customers feel heard.

Working With Different Styles of Communication

This article discusses the importance of understanding the motivations and communication preferences of those you work with in order to collaborate effectively. It emphasizes the need for empathy and understanding of different communication styles, as well as the importance of having bulletproof processes in place to ensure team efficiency. It also highlights the importance of having a strong argument and vision when introducing OKRs to the organization.

Writing a Manager’s User Manual

The manager has adopted the practice of creating a manager's user manual to document how to best work with them. They found a template online and included sections on their view of success, communication style, potential annoyances, trust-building factors, strengths and weaknesses, expectations for direct reports, one-on-one meetings, preferred channels of communication, and feedback preferences. The manual has evolved over time based on feedback and experiences, and it is kept on their internal company profile for easy access. The manager has found that the manual helps new colleagues come prepared to meetings and has improved their communication and relationships with their team.

Prioritizing Time as a Manager

The author of the text faced challenges in keeping up with the demands of a growing team, leading to constant meetings and no downtime. They struggled to prioritize which meetings were necessary and experienced burnout from trying to have one-on-ones with everyone. To address this, they adopted the "Most Important Thing" (MIT) framework, where they identified the most important thing they had done and the most important thing they expected to do the next day. They also implemented a weekly reflection to evaluate their accomplishments and set goals for the following week. Through these practices, they realized they didn't need to attend every project status meeting and were able to delegate more, allowing them to focus on higher-level tasks. The author learned the importance of letting go of control, collaborating with other leaders, and saying no to things they no longer had time for.

Engaging With a Candidate During the Interview

The hiring manager discusses the problem of feeling underprepared when selling a position to potential candidates and shares the actions they have taken to improve their approach. They have developed a template to focus on what is important to the company and the candidate, and come prepared with more information about the company and the team. They also emphasize the importance of stretching new managers and providing growth opportunities. The lessons learned include the value of being prepared, considering long-term success, and being authentic and transparent in the hiring process.

When a Lack of Clarity Impacts Performance

In recent months, the lack of clarity in the team's goals led to dysfunctionality. To address this, the author implemented "How we roll" meetings, weekly one-on-ones with stakeholders, and monthly retrospectives. These measures improved clarity and collaboration across departments, and the author learned the importance of customizing working relationships between Engineering and other departments.

Building Trust With a New Team

This article discusses the challenges of building trust with a new team in a remote context. The author outlines several actions they took to build trust, such as arranging regular one-on-ones, creating a supportive environment, recognizing team members' efforts, and shielding the team from external requests. The article also highlights the importance of investing in relationships and understanding how team members prefer to receive recognition.

Is Becoming an EM a Promotion

This article discusses the transition from an individual contributor to an engineering manager. The author shares the steps they took to make the transition successful, such as creating a 30/60/90 day plan, researching the role, delegating tasks, and building trust with their team. They also emphasize the importance of questioning one's motives for wanting to become a manager and understanding the expectations of the role. Lastly, they discuss the need to adjust metrics for success as one moves up the ladder.

Reaching Out to a Struggling Peer

A senior engineering manager offered to help a new engineering manager from the marketing technology department who was struggling with the nitty gritty of the job. Through conversations, it was revealed that the new manager was having difficulty prioritizing tasks and delegating work. The senior manager taught the new manager how to prioritize tasks and delegate work, as well as how to communicate more effectively with their team and other departments. After a while, the new manager became independent and excelled in delegation and empowerment. The senior manager learned the importance of prioritizing tasks and asking for help when needed.

Providing Career Guidance to Your Employees

A software engineer was having difficulty focusing on their work due to a newfound interest in product management. The leader helped them weigh their options and encouraged them to learn the skills necessary for product management while continuing their current path. Through periodic check-ins and understanding the engineer's perspective, their performance improved. Ultimately, the engineer became a great coder and the leader learned lessons about understanding perspectives, helping with important decisions, and speaking up when help is needed.

Thinking Long-Term When Adopting New Technology

The author encountered a situation in which their team was not engaged in the work of upgrading the company's technology stack. The author took the initiative to reach out to their teammates, encouraging them to look deeply into the facts and possibilities, and emphasizing the importance of making decisions that would serve the company in the long run. Through this process, the author learned lessons about making long-term decisions, selling technology and methodology, and taking the time to do homework and think about issues.

Overcoming Imposter Syndrome as a New Manager

Making the transition from being an individual contributor to a manager or director can be a difficult and daunting experience. It is important to understand the differences between the two roles and to find mentors with the right experience to help you. It is also important to be willing to start from scratch and to accept the fact that you will no longer be coding as much. Finally, it is important to remember that being a good manager does not necessarily require being the smartest engineer in the room.

Letting an Employee Go With Kindness

Letting someone go for the first time as a manager can be a stressful experience. It is important to be prepared with a script and to be mindful of the emotions of the person being let go. HR should be consulted and the decision should be linked to tangible events in the past. It is also important to not blame the person entirely and to be careful with the words used.

Learning to Step Back as a Manager

Many engineers who become managers are often the most knowledgeable in their field, but this does not always equate to being the best manager. Companies often fall into this pattern, as engineers tend to want to solve everything themselves. Managers should learn to delegate tasks and provide support to their team, while also shielding them from distractions. They should also be flexible and willing to experiment with different strategies to find what works best for their team.

Self-Actualizing as a Woman in Tech

This woman in management has experienced a journey of ups and downs in her career, and has learned that taking control of her career is the best way to reach her higher calling to leadership. She suggests taking risks, building a strong network, and reading books to gain a full perspective on management. Ultimately, she believes that having the choice to navigate her career gives her a sense of ownership and motivation.

Becoming the Manager Who Makes a Difference

After progressing to management, the author was relegated back to being an IC after an organizational restructuring. To take control of their career, they tried working as a developer again but it was not for them. They eventually interviewed with another team and became their new manager. They learned that it is important to be honest with yourself and try out different roles to find the right fit. They also learned that being a people manager creates a whole new set of responsibilities and it may take years to find the right career. Lastly, they found that being present during meetings and bringing the vision to the team is very important.

Changing the Tone of the Room as a New Manager

This story follows the journey of a manager who was tasked with helping a team with delivery issues. After struggling to break the negative cycle, the manager learned that it was important to be open and transparent with the team and to treat them with respect. Through reading books and having conversations, the manager was able to shift the dynamics and create a more trusting and productive environment. The key lesson learned was that influence does not come from worrying about being taken seriously, but rather by making a deeper connection with the team and being empathetic to their needs.

Building an Engineering Team Culture

This engineering team created their own culture from scratch, defining their identity, tagline, vision, and values. They also created behaviors and an engineering culture indicator to measure progress and improvement. They have been successful in creating a culture that is inspiring to other teams, and have learned the importance of dedicating time to keep the culture alive and connecting with engineers to understand their aspirations.

Sustainable Scaling: A Myth or Reality

Tech companies face the challenge of sustainable scaling due to the scarcity of engineering talent and high rotation rates. To tackle this problem, a company introduced new approaches and tooling, such as a vending machine for tools, micro-teams with specific domain knowledge, and a technical community to share best practices. These measures have helped reduce onboarding time, provide continuous technical challenges, and decrease time to market for new features.

Maximizing Positive Impact as a Company

Silicon Valley used to have a collaborative vibe, but now it has become an advertisement machine. The author's current start-up is challenging this new normal by trying to have a positive social impact. The author has learned that it is important to find a mission that is bigger than just making money, and to take a step back to understand how their product is impacting people's lives.

Following the Customer’s Lead

This article discusses the challenges of being in a start-up project team and how to make sure the product is user-centered. The author suggests looking into support tickets to identify problems and feedback, and categorizing them into buckets with action items. This process can involve other departments and make customers feel heard.

Working With Different Styles of Communication

This article discusses the importance of understanding the motivations and communication preferences of those you work with in order to collaborate effectively. It emphasizes the need for empathy and understanding of different communication styles, as well as the importance of having bulletproof processes in place to ensure team efficiency. It also highlights the importance of having a strong argument and vision when introducing OKRs to the organization.

Writing a Manager’s User Manual

The manager has adopted the practice of creating a manager's user manual to document how to best work with them. They found a template online and included sections on their view of success, communication style, potential annoyances, trust-building factors, strengths and weaknesses, expectations for direct reports, one-on-one meetings, preferred channels of communication, and feedback preferences. The manual has evolved over time based on feedback and experiences, and it is kept on their internal company profile for easy access. The manager has found that the manual helps new colleagues come prepared to meetings and has improved their communication and relationships with their team.

Prioritizing Time as a Manager

The author of the text faced challenges in keeping up with the demands of a growing team, leading to constant meetings and no downtime. They struggled to prioritize which meetings were necessary and experienced burnout from trying to have one-on-ones with everyone. To address this, they adopted the "Most Important Thing" (MIT) framework, where they identified the most important thing they had done and the most important thing they expected to do the next day. They also implemented a weekly reflection to evaluate their accomplishments and set goals for the following week. Through these practices, they realized they didn't need to attend every project status meeting and were able to delegate more, allowing them to focus on higher-level tasks. The author learned the importance of letting go of control, collaborating with other leaders, and saying no to things they no longer had time for.

Engaging With a Candidate During the Interview

The hiring manager discusses the problem of feeling underprepared when selling a position to potential candidates and shares the actions they have taken to improve their approach. They have developed a template to focus on what is important to the company and the candidate, and come prepared with more information about the company and the team. They also emphasize the importance of stretching new managers and providing growth opportunities. The lessons learned include the value of being prepared, considering long-term success, and being authentic and transparent in the hiring process.

When a Lack of Clarity Impacts Performance

In recent months, the lack of clarity in the team's goals led to dysfunctionality. To address this, the author implemented "How we roll" meetings, weekly one-on-ones with stakeholders, and monthly retrospectives. These measures improved clarity and collaboration across departments, and the author learned the importance of customizing working relationships between Engineering and other departments.

Building Trust With a New Team

This article discusses the challenges of building trust with a new team in a remote context. The author outlines several actions they took to build trust, such as arranging regular one-on-ones, creating a supportive environment, recognizing team members' efforts, and shielding the team from external requests. The article also highlights the importance of investing in relationships and understanding how team members prefer to receive recognition.

Is Becoming an EM a Promotion

This article discusses the transition from an individual contributor to an engineering manager. The author shares the steps they took to make the transition successful, such as creating a 30/60/90 day plan, researching the role, delegating tasks, and building trust with their team. They also emphasize the importance of questioning one's motives for wanting to become a manager and understanding the expectations of the role. Lastly, they discuss the need to adjust metrics for success as one moves up the ladder.

Reaching Out to a Struggling Peer

A senior engineering manager offered to help a new engineering manager from the marketing technology department who was struggling with the nitty gritty of the job. Through conversations, it was revealed that the new manager was having difficulty prioritizing tasks and delegating work. The senior manager taught the new manager how to prioritize tasks and delegate work, as well as how to communicate more effectively with their team and other departments. After a while, the new manager became independent and excelled in delegation and empowerment. The senior manager learned the importance of prioritizing tasks and asking for help when needed.

Providing Career Guidance to Your Employees

A software engineer was having difficulty focusing on their work due to a newfound interest in product management. The leader helped them weigh their options and encouraged them to learn the skills necessary for product management while continuing their current path. Through periodic check-ins and understanding the engineer's perspective, their performance improved. Ultimately, the engineer became a great coder and the leader learned lessons about understanding perspectives, helping with important decisions, and speaking up when help is needed.

Thinking Long-Term When Adopting New Technology

The author encountered a situation in which their team was not engaged in the work of upgrading the company's technology stack. The author took the initiative to reach out to their teammates, encouraging them to look deeply into the facts and possibilities, and emphasizing the importance of making decisions that would serve the company in the long run. Through this process, the author learned lessons about making long-term decisions, selling technology and methodology, and taking the time to do homework and think about issues.

Overcoming Imposter Syndrome as a New Manager

Making the transition from being an individual contributor to a manager or director can be a difficult and daunting experience. It is important to understand the differences between the two roles and to find mentors with the right experience to help you. It is also important to be willing to start from scratch and to accept the fact that you will no longer be coding as much. Finally, it is important to remember that being a good manager does not necessarily require being the smartest engineer in the room.

Letting an Employee Go With Kindness

Letting someone go for the first time as a manager can be a stressful experience. It is important to be prepared with a script and to be mindful of the emotions of the person being let go. HR should be consulted and the decision should be linked to tangible events in the past. It is also important to not blame the person entirely and to be careful with the words used.

Learning to Step Back as a Manager

Many engineers who become managers are often the most knowledgeable in their field, but this does not always equate to being the best manager. Companies often fall into this pattern, as engineers tend to want to solve everything themselves. Managers should learn to delegate tasks and provide support to their team, while also shielding them from distractions. They should also be flexible and willing to experiment with different strategies to find what works best for their team.

Self-Actualizing as a Woman in Tech

This woman in management has experienced a journey of ups and downs in her career, and has learned that taking control of her career is the best way to reach her higher calling to leadership. She suggests taking risks, building a strong network, and reading books to gain a full perspective on management. Ultimately, she believes that having the choice to navigate her career gives her a sense of ownership and motivation.

Becoming the Manager Who Makes a Difference

After progressing to management, the author was relegated back to being an IC after an organizational restructuring. To take control of their career, they tried working as a developer again but it was not for them. They eventually interviewed with another team and became their new manager. They learned that it is important to be honest with yourself and try out different roles to find the right fit. They also learned that being a people manager creates a whole new set of responsibilities and it may take years to find the right career. Lastly, they found that being present during meetings and bringing the vision to the team is very important.

Changing the Tone of the Room as a New Manager

This story follows the journey of a manager who was tasked with helping a team with delivery issues. After struggling to break the negative cycle, the manager learned that it was important to be open and transparent with the team and to treat them with respect. Through reading books and having conversations, the manager was able to shift the dynamics and create a more trusting and productive environment. The key lesson learned was that influence does not come from worrying about being taken seriously, but rather by making a deeper connection with the team and being empathetic to their needs.

Building an Engineering Team Culture

This engineering team created their own culture from scratch, defining their identity, tagline, vision, and values. They also created behaviors and an engineering culture indicator to measure progress and improvement. They have been successful in creating a culture that is inspiring to other teams, and have learned the importance of dedicating time to keep the culture alive and connecting with engineers to understand their aspirations.

Sustainable Scaling: A Myth or Reality

Tech companies face the challenge of sustainable scaling due to the scarcity of engineering talent and high rotation rates. To tackle this problem, a company introduced new approaches and tooling, such as a vending machine for tools, micro-teams with specific domain knowledge, and a technical community to share best practices. These measures have helped reduce onboarding time, provide continuous technical challenges, and decrease time to market for new features.

Maximizing Positive Impact as a Company

Silicon Valley used to have a collaborative vibe, but now it has become an advertisement machine. The author's current start-up is challenging this new normal by trying to have a positive social impact. The author has learned that it is important to find a mission that is bigger than just making money, and to take a step back to understand how their product is impacting people's lives.

Following the Customer’s Lead

This article discusses the challenges of being in a start-up project team and how to make sure the product is user-centered. The author suggests looking into support tickets to identify problems and feedback, and categorizing them into buckets with action items. This process can involve other departments and make customers feel heard.

Working With Different Styles of Communication

This article discusses the importance of understanding the motivations and communication preferences of those you work with in order to collaborate effectively. It emphasizes the need for empathy and understanding of different communication styles, as well as the importance of having bulletproof processes in place to ensure team efficiency. It also highlights the importance of having a strong argument and vision when introducing OKRs to the organization.

Writing a Manager’s User Manual

The manager has adopted the practice of creating a manager's user manual to document how to best work with them. They found a template online and included sections on their view of success, communication style, potential annoyances, trust-building factors, strengths and weaknesses, expectations for direct reports, one-on-one meetings, preferred channels of communication, and feedback preferences. The manual has evolved over time based on feedback and experiences, and it is kept on their internal company profile for easy access. The manager has found that the manual helps new colleagues come prepared to meetings and has improved their communication and relationships with their team.

Prioritizing Time as a Manager

The author of the text faced challenges in keeping up with the demands of a growing team, leading to constant meetings and no downtime. They struggled to prioritize which meetings were necessary and experienced burnout from trying to have one-on-ones with everyone. To address this, they adopted the "Most Important Thing" (MIT) framework, where they identified the most important thing they had done and the most important thing they expected to do the next day. They also implemented a weekly reflection to evaluate their accomplishments and set goals for the following week. Through these practices, they realized they didn't need to attend every project status meeting and were able to delegate more, allowing them to focus on higher-level tasks. The author learned the importance of letting go of control, collaborating with other leaders, and saying no to things they no longer had time for.

Engaging With a Candidate During the Interview

The hiring manager discusses the problem of feeling underprepared when selling a position to potential candidates and shares the actions they have taken to improve their approach. They have developed a template to focus on what is important to the company and the candidate, and come prepared with more information about the company and the team. They also emphasize the importance of stretching new managers and providing growth opportunities. The lessons learned include the value of being prepared, considering long-term success, and being authentic and transparent in the hiring process.

When a Lack of Clarity Impacts Performance

In recent months, the lack of clarity in the team's goals led to dysfunctionality. To address this, the author implemented "How we roll" meetings, weekly one-on-ones with stakeholders, and monthly retrospectives. These measures improved clarity and collaboration across departments, and the author learned the importance of customizing working relationships between Engineering and other departments.

Building Trust With a New Team

This article discusses the challenges of building trust with a new team in a remote context. The author outlines several actions they took to build trust, such as arranging regular one-on-ones, creating a supportive environment, recognizing team members' efforts, and shielding the team from external requests. The article also highlights the importance of investing in relationships and understanding how team members prefer to receive recognition.

Is Becoming an EM a Promotion

This article discusses the transition from an individual contributor to an engineering manager. The author shares the steps they took to make the transition successful, such as creating a 30/60/90 day plan, researching the role, delegating tasks, and building trust with their team. They also emphasize the importance of questioning one's motives for wanting to become a manager and understanding the expectations of the role. Lastly, they discuss the need to adjust metrics for success as one moves up the ladder.

Reaching Out to a Struggling Peer

A senior engineering manager offered to help a new engineering manager from the marketing technology department who was struggling with the nitty gritty of the job. Through conversations, it was revealed that the new manager was having difficulty prioritizing tasks and delegating work. The senior manager taught the new manager how to prioritize tasks and delegate work, as well as how to communicate more effectively with their team and other departments. After a while, the new manager became independent and excelled in delegation and empowerment. The senior manager learned the importance of prioritizing tasks and asking for help when needed.

Providing Career Guidance to Your Employees

A software engineer was having difficulty focusing on their work due to a newfound interest in product management. The leader helped them weigh their options and encouraged them to learn the skills necessary for product management while continuing their current path. Through periodic check-ins and understanding the engineer's perspective, their performance improved. Ultimately, the engineer became a great coder and the leader learned lessons about understanding perspectives, helping with important decisions, and speaking up when help is needed.

Thinking Long-Term When Adopting New Technology

The author encountered a situation in which their team was not engaged in the work of upgrading the company's technology stack. The author took the initiative to reach out to their teammates, encouraging them to look deeply into the facts and possibilities, and emphasizing the importance of making decisions that would serve the company in the long run. Through this process, the author learned lessons about making long-term decisions, selling technology and methodology, and taking the time to do homework and think about issues.

Overcoming Imposter Syndrome as a New Manager

Making the transition from being an individual contributor to a manager or director can be a difficult and daunting experience. It is important to understand the differences between the two roles and to find mentors with the right experience to help you. It is also important to be willing to start from scratch and to accept the fact that you will no longer be coding as much. Finally, it is important to remember that being a good manager does not necessarily require being the smartest engineer in the room.

Letting an Employee Go With Kindness

Letting someone go for the first time as a manager can be a stressful experience. It is important to be prepared with a script and to be mindful of the emotions of the person being let go. HR should be consulted and the decision should be linked to tangible events in the past. It is also important to not blame the person entirely and to be careful with the words used.

Learning to Step Back as a Manager

Many engineers who become managers are often the most knowledgeable in their field, but this does not always equate to being the best manager. Companies often fall into this pattern, as engineers tend to want to solve everything themselves. Managers should learn to delegate tasks and provide support to their team, while also shielding them from distractions. They should also be flexible and willing to experiment with different strategies to find what works best for their team.

Self-Actualizing as a Woman in Tech

This woman in management has experienced a journey of ups and downs in her career, and has learned that taking control of her career is the best way to reach her higher calling to leadership. She suggests taking risks, building a strong network, and reading books to gain a full perspective on management. Ultimately, she believes that having the choice to navigate her career gives her a sense of ownership and motivation.

Becoming the Manager Who Makes a Difference

After progressing to management, the author was relegated back to being an IC after an organizational restructuring. To take control of their career, they tried working as a developer again but it was not for them. They eventually interviewed with another team and became their new manager. They learned that it is important to be honest with yourself and try out different roles to find the right fit. They also learned that being a people manager creates a whole new set of responsibilities and it may take years to find the right career. Lastly, they found that being present during meetings and bringing the vision to the team is very important.

Changing the Tone of the Room as a New Manager

This story follows the journey of a manager who was tasked with helping a team with delivery issues. After struggling to break the negative cycle, the manager learned that it was important to be open and transparent with the team and to treat them with respect. Through reading books and having conversations, the manager was able to shift the dynamics and create a more trusting and productive environment. The key lesson learned was that influence does not come from worrying about being taken seriously, but rather by making a deeper connection with the team and being empathetic to their needs.

Building an Engineering Team Culture

This engineering team created their own culture from scratch, defining their identity, tagline, vision, and values. They also created behaviors and an engineering culture indicator to measure progress and improvement. They have been successful in creating a culture that is inspiring to other teams, and have learned the importance of dedicating time to keep the culture alive and connecting with engineers to understand their aspirations.

Sustainable Scaling: A Myth or Reality

Tech companies face the challenge of sustainable scaling due to the scarcity of engineering talent and high rotation rates. To tackle this problem, a company introduced new approaches and tooling, such as a vending machine for tools, micro-teams with specific domain knowledge, and a technical community to share best practices. These measures have helped reduce onboarding time, provide continuous technical challenges, and decrease time to market for new features.

Maximizing Positive Impact as a Company

Silicon Valley used to have a collaborative vibe, but now it has become an advertisement machine. The author's current start-up is challenging this new normal by trying to have a positive social impact. The author has learned that it is important to find a mission that is bigger than just making money, and to take a step back to understand how their product is impacting people's lives.

Following the Customer’s Lead

This article discusses the challenges of being in a start-up project team and how to make sure the product is user-centered. The author suggests looking into support tickets to identify problems and feedback, and categorizing them into buckets with action items. This process can involve other departments and make customers feel heard.

Working With Different Styles of Communication

This article discusses the importance of understanding the motivations and communication preferences of those you work with in order to collaborate effectively. It emphasizes the need for empathy and understanding of different communication styles, as well as the importance of having bulletproof processes in place to ensure team efficiency. It also highlights the importance of having a strong argument and vision when introducing OKRs to the organization.

Writing a Manager’s User Manual

The manager has adopted the practice of creating a manager's user manual to document how to best work with them. They found a template online and included sections on their view of success, communication style, potential annoyances, trust-building factors, strengths and weaknesses, expectations for direct reports, one-on-one meetings, preferred channels of communication, and feedback preferences. The manual has evolved over time based on feedback and experiences, and it is kept on their internal company profile for easy access. The manager has found that the manual helps new colleagues come prepared to meetings and has improved their communication and relationships with their team.

Prioritizing Time as a Manager

The author of the text faced challenges in keeping up with the demands of a growing team, leading to constant meetings and no downtime. They struggled to prioritize which meetings were necessary and experienced burnout from trying to have one-on-ones with everyone. To address this, they adopted the "Most Important Thing" (MIT) framework, where they identified the most important thing they had done and the most important thing they expected to do the next day. They also implemented a weekly reflection to evaluate their accomplishments and set goals for the following week. Through these practices, they realized they didn't need to attend every project status meeting and were able to delegate more, allowing them to focus on higher-level tasks. The author learned the importance of letting go of control, collaborating with other leaders, and saying no to things they no longer had time for.

Engaging With a Candidate During the Interview

The hiring manager discusses the problem of feeling underprepared when selling a position to potential candidates and shares the actions they have taken to improve their approach. They have developed a template to focus on what is important to the company and the candidate, and come prepared with more information about the company and the team. They also emphasize the importance of stretching new managers and providing growth opportunities. The lessons learned include the value of being prepared, considering long-term success, and being authentic and transparent in the hiring process.

When a Lack of Clarity Impacts Performance

In recent months, the lack of clarity in the team's goals led to dysfunctionality. To address this, the author implemented "How we roll" meetings, weekly one-on-ones with stakeholders, and monthly retrospectives. These measures improved clarity and collaboration across departments, and the author learned the importance of customizing working relationships between Engineering and other departments.

Building Trust With a New Team

This article discusses the challenges of building trust with a new team in a remote context. The author outlines several actions they took to build trust, such as arranging regular one-on-ones, creating a supportive environment, recognizing team members' efforts, and shielding the team from external requests. The article also highlights the importance of investing in relationships and understanding how team members prefer to receive recognition.

Is Becoming an EM a Promotion

This article discusses the transition from an individual contributor to an engineering manager. The author shares the steps they took to make the transition successful, such as creating a 30/60/90 day plan, researching the role, delegating tasks, and building trust with their team. They also emphasize the importance of questioning one's motives for wanting to become a manager and understanding the expectations of the role. Lastly, they discuss the need to adjust metrics for success as one moves up the ladder.

Reaching Out to a Struggling Peer

A senior engineering manager offered to help a new engineering manager from the marketing technology department who was struggling with the nitty gritty of the job. Through conversations, it was revealed that the new manager was having difficulty prioritizing tasks and delegating work. The senior manager taught the new manager how to prioritize tasks and delegate work, as well as how to communicate more effectively with their team and other departments. After a while, the new manager became independent and excelled in delegation and empowerment. The senior manager learned the importance of prioritizing tasks and asking for help when needed.

Providing Career Guidance to Your Employees

A software engineer was having difficulty focusing on their work due to a newfound interest in product management. The leader helped them weigh their options and encouraged them to learn the skills necessary for product management while continuing their current path. Through periodic check-ins and understanding the engineer's perspective, their performance improved. Ultimately, the engineer became a great coder and the leader learned lessons about understanding perspectives, helping with important decisions, and speaking up when help is needed.

Thinking Long-Term When Adopting New Technology

The author encountered a situation in which their team was not engaged in the work of upgrading the company's technology stack. The author took the initiative to reach out to their teammates, encouraging them to look deeply into the facts and possibilities, and emphasizing the importance of making decisions that would serve the company in the long run. Through this process, the author learned lessons about making long-term decisions, selling technology and methodology, and taking the time to do homework and think about issues.

Overcoming Imposter Syndrome as a New Manager

Making the transition from being an individual contributor to a manager or director can be a difficult and daunting experience. It is important to understand the differences between the two roles and to find mentors with the right experience to help you. It is also important to be willing to start from scratch and to accept the fact that you will no longer be coding as much. Finally, it is important to remember that being a good manager does not necessarily require being the smartest engineer in the room.

Letting an Employee Go With Kindness

Letting someone go for the first time as a manager can be a stressful experience. It is important to be prepared with a script and to be mindful of the emotions of the person being let go. HR should be consulted and the decision should be linked to tangible events in the past. It is also important to not blame the person entirely and to be careful with the words used.

Learning to Step Back as a Manager

Many engineers who become managers are often the most knowledgeable in their field, but this does not always equate to being the best manager. Companies often fall into this pattern, as engineers tend to want to solve everything themselves. Managers should learn to delegate tasks and provide support to their team, while also shielding them from distractions. They should also be flexible and willing to experiment with different strategies to find what works best for their team.

Self-Actualizing as a Woman in Tech

This woman in management has experienced a journey of ups and downs in her career, and has learned that taking control of her career is the best way to reach her higher calling to leadership. She suggests taking risks, building a strong network, and reading books to gain a full perspective on management. Ultimately, she believes that having the choice to navigate her career gives her a sense of ownership and motivation.

Becoming the Manager Who Makes a Difference

After progressing to management, the author was relegated back to being an IC after an organizational restructuring. To take control of their career, they tried working as a developer again but it was not for them. They eventually interviewed with another team and became their new manager. They learned that it is important to be honest with yourself and try out different roles to find the right fit. They also learned that being a people manager creates a whole new set of responsibilities and it may take years to find the right career. Lastly, they found that being present during meetings and bringing the vision to the team is very important.

Changing the Tone of the Room as a New Manager

This story follows the journey of a manager who was tasked with helping a team with delivery issues. After struggling to break the negative cycle, the manager learned that it was important to be open and transparent with the team and to treat them with respect. Through reading books and having conversations, the manager was able to shift the dynamics and create a more trusting and productive environment. The key lesson learned was that influence does not come from worrying about being taken seriously, but rather by making a deeper connection with the team and being empathetic to their needs.

Building an Engineering Team Culture

This engineering team created their own culture from scratch, defining their identity, tagline, vision, and values. They also created behaviors and an engineering culture indicator to measure progress and improvement. They have been successful in creating a culture that is inspiring to other teams, and have learned the importance of dedicating time to keep the culture alive and connecting with engineers to understand their aspirations.

Sustainable Scaling: A Myth or Reality

Tech companies face the challenge of sustainable scaling due to the scarcity of engineering talent and high rotation rates. To tackle this problem, a company introduced new approaches and tooling, such as a vending machine for tools, micro-teams with specific domain knowledge, and a technical community to share best practices. These measures have helped reduce onboarding time, provide continuous technical challenges, and decrease time to market for new features.

Maximizing Positive Impact as a Company

Silicon Valley used to have a collaborative vibe, but now it has become an advertisement machine. The author's current start-up is challenging this new normal by trying to have a positive social impact. The author has learned that it is important to find a mission that is bigger than just making money, and to take a step back to understand how their product is impacting people's lives.

Following the Customer’s Lead

This article discusses the challenges of being in a start-up project team and how to make sure the product is user-centered. The author suggests looking into support tickets to identify problems and feedback, and categorizing them into buckets with action items. This process can involve other departments and make customers feel heard.

Working With Different Styles of Communication

This article discusses the importance of understanding the motivations and communication preferences of those you work with in order to collaborate effectively. It emphasizes the need for empathy and understanding of different communication styles, as well as the importance of having bulletproof processes in place to ensure team efficiency. It also highlights the importance of having a strong argument and vision when introducing OKRs to the organization.

Writing a Manager’s User Manual

The manager has adopted the practice of creating a manager's user manual to document how to best work with them. They found a template online and included sections on their view of success, communication style, potential annoyances, trust-building factors, strengths and weaknesses, expectations for direct reports, one-on-one meetings, preferred channels of communication, and feedback preferences. The manual has evolved over time based on feedback and experiences, and it is kept on their internal company profile for easy access. The manager has found that the manual helps new colleagues come prepared to meetings and has improved their communication and relationships with their team.

Prioritizing Time as a Manager

The author of the text faced challenges in keeping up with the demands of a growing team, leading to constant meetings and no downtime. They struggled to prioritize which meetings were necessary and experienced burnout from trying to have one-on-ones with everyone. To address this, they adopted the "Most Important Thing" (MIT) framework, where they identified the most important thing they had done and the most important thing they expected to do the next day. They also implemented a weekly reflection to evaluate their accomplishments and set goals for the following week. Through these practices, they realized they didn't need to attend every project status meeting and were able to delegate more, allowing them to focus on higher-level tasks. The author learned the importance of letting go of control, collaborating with other leaders, and saying no to things they no longer had time for.

Engaging With a Candidate During the Interview

The hiring manager discusses the problem of feeling underprepared when selling a position to potential candidates and shares the actions they have taken to improve their approach. They have developed a template to focus on what is important to the company and the candidate, and come prepared with more information about the company and the team. They also emphasize the importance of stretching new managers and providing growth opportunities. The lessons learned include the value of being prepared, considering long-term success, and being authentic and transparent in the hiring process.