Knowledge shared by our community

Empowering Product and Engineering Leaders to Achieve the Best Business Results

In order to set up a team to deliver the best results, it is important to provide them with the proper context and business goals. The product manager should be responsible for aligning teams cross-functionally, gathering ideas, and prioritizing work. It is important to understand the team's strategy for achieving the desired result and to check in on their progress. Additionally, it is important to encourage the team to adapt their plans to incorporate learning.

Creating a Useful Product Vision

A product vision is an important part of a company strategy that serves as a North Star for the product organization, motivating them to create a compelling product that solves customer problems. It should not be confused with the company mission or product roadmap. It is important to create a product vision when teams need to be aligned in a common direction. It is worth the investment to create a product vision that is short and straightforward, and everyone should understand the purpose behind it.

How to Work Mindfully Without Overstressing

This article discusses the challenges faced by the author when transitioning from a Head of Product role to an IC in a larger company. The author had to adjust to a heavier workload, more cognitive initiatives, and multiple stakeholders across multiple time zones. To combat this, the author took feedback from colleagues and managers, structured their workflow to prioritize deep work, and better structured their meeting times. The article also highlights the importance of taking feedback, not underestimating deep work, and not being too harsh on oneself.

Employee Empowerment and Team Building

This article discusses the challenge of transitioning from an individual contributor to a manager, and how to empower a team while still engaging and energizing them. It outlines the steps taken to overcome this challenge, such as getting out of the comfort zone, speaking to a mentor, taking leadership courses, and assessing team members based on their strengths. It also highlights the importance of being honest with oneself, taking personal development seriously, and understanding that the output of a team should be exponential.

Developing Leaders: What to Do When Your Team Starts to Grow

This article discusses the problem of managing a team of five people, which was previously just a team of interns. The output of the team was lower than expected, and the manager realized that the problem was how he was managing the team. He identified the strengths and weaknesses of each team member and assigned tasks accordingly, and sought help from experienced managers and mentors. He learned that it is important to manage people the way they want to be managed, to be accountable for any team problems, and to ask for help when needed.

Building Communities of Practice

This article discusses the problem of communication breakdown as a company grows, and the actions taken to address it. A Community of Practice was created to connect people working on similar problems, and Confluence was used as a tool to enhance collaboration. The concept spread to other departments, and people grouped around different niches in the software development department. The article also highlights the importance of having a community lead to fuel enthusiasm, and the need to create a safe environment for people to share their presentations.

Creating a Career Development System

This article details the process of creating a career development system for a multinational company's branch in Romania. The process involved creating a steering team with leaders from each department, studying a dozen examples of career paths and performance management systems, and receiving feedback from various people across the organization. The resulting system included a dual career track, smaller autonomous teams, and formalized ladders to encourage growth. It also included frequent one-on-ones, defined OKRs, and 360 feedback. The process took a year and the results have been successful, with the engineers' growth being incredible. The article also highlights the importance of involving people in the process, finding a mentor, and understanding the challenges of a larger team.

Leveling Yourself Up: Keeping Up the Pace of a Rapidly Growing Company

When the author joined their current company five years ago, the engineering team was small. As the company grew, the author had to adapt to the changes and develop new skills in order to stay relevant. They learned to think six months ahead and had inspiring conversations with mentors to understand the changes. The author is the only original manager who stayed with the company and has been able to keep up with the rapid growth. They have also been helping others level up by creating opportunities for them to learn by doing. The author believes that people grow by experiencing emotions and understanding the underlying causes that drive actions.

Engaging Contractors: A Framework to Minimize the Risks and Maximize the Outcome

When considering hiring contractors, it is important to approach the engagement in a structured, documented, and shared way. This includes outlining the problem, assessing risk factors, defining success metrics, and outlining a plan B. Additionally, it is important to get buy-in from the team and manager, and to remember that the manager is still responsible for the deliverables and their quality.

Next Level Support Engineering (a.k.a. Incidents Management Engineering)

A year ago, the author was tasked to restructure the existing Support Engineering function in their company, which had experienced rapid growth due to the emergence of Covid-19. To do this, they had to redefine what Support Engineering was, and what it should do to address the new set of problems. This included establishing incident management protocols, a program management team, interception software, and building the team. Through this process, the author learned that Support Engineering should be established earlier, and that it should be a top horizontal function that liaises Engineering and Operations while shielding product teams.

Managing vs. Contributing as an IC: The Train/Canoe Mindset

A former manager shared their thoughts on the differences between working as an individual contributor (IC) and a manager. They used the analogy of train work and canoe work to explain the differences. Train work requires a lot of work to get the train moving, but it can take people far. Canoe work is done alone and can get going quickly, but will never reach the same speed as the train. When considering a career in management, it is important to remember that the day-to-day will be different and to consider one's motivation. Canoe work is energizing and allows for craftsmanship, while train work requires a more deliberate way of thinking and takes longer to see the results.

Creating a Metric to Measure Progress in an Area of Ambiguity

This case study looks at the challenge of determining how many appointments made by customers would lead to an actual sale, and how many were less serious in their intentions. The company reached out to their agents to define a quality customer, and discovered that part of their job was helping people to try to get to that point in the first place. They then pulled data on customers who scheduled a tour and compared it to property records to see if they bought a home. The lesson learned was that it was important to gain qualitative insights from agents in the field, and to combine this with customer data to identify the issues that were taking the greatest toll on the organization.

Learning to Speak the Languages of Many Types of Reports

As a manager, the author initially thought that the same methods of management that worked for them would work for their team. However, they soon realized that different people require different approaches. They now focus on getting the most out of their team's strengths, rather than correcting their weaknesses. They also think more specifically when assigning roles and tasks, and have learned to prioritize their involvement in areas that are not their primary focus.

Dealing With the Catastrophic Failure of an Important Product

This article discusses the experience of a person in the EdTech industry who had to mediate with customers when a mission-critical system was not working properly. The customer was not receiving the funding they were owed and teachers were missing entries. The person was able to resolve the technical issues and also mediate with customers to buy time and repair the relationship. They learned that it is important to be honest and transparent with customers, take responsibility for errors, and seek out professional advice.

Shrinking the Ego and Becoming Receptive to Others

The speaker emphasizes the importance of emotional intelligence and collaboration for successful leadership. They discuss the importance of mentorship and of developing an openness to feedback and criticism. They also emphasize the importance of focusing on people and quality of work, and of having the ability to have one's mind changed. Finally, they encourage reports to bring feedback to the leader personally.

“Right-Sizing” Your Team With Empathy

A new job overseeing a software technology division required difficult managerial decisions, including layoffs. A three-month process was undertaken to identify who to keep and who to let go, while also rebuilding the culture of the organization. After twelve months, the organization was breaking even. Lessons learned included the need to have a strong business-related need to justify layoffs, to modulate emotions, to remain transparent, and to invest in whoever is left after restructuring.

The Early Days of Agility

After forty years in software development, the author found himself in a chaotic environment with a development team of thirty people. The team was utilizing the waterfall style of working, which was becoming outdated, and their deliveries were one to two years behind. The author then introduced the Agile Manifesto and Extreme Programming to the team, which included changes to the process, programming languages, office policies, and payment structure. The release that followed was late, but of a higher quality than before, and subsequent releases hit their mark. The author learned that producing quality does not require large sums of money, that agile processes are necessary to keep up with changing markets, and that integrated teams and testing will increase the potency of troubleshooting efforts.

Driving Freestyle Innovation Inside Large Organizations

This article discusses a problem faced by a large team at a larger organization: lack of innovation due to too many highly visible projects. To address this, the team leader proposed and made the case to their Engineering Leader to budget for innovation plans. This resulted in the formation of a three-person tiger team, the hiring of two more people, and an extended hackathon. Through this, the team was able to develop machine learning technologies, create an amazing prototype, and receive positive feedback from customers. The article also highlights the importance of budgeting for innovation and giving engineers autonomy to work on their own ideas.

Becoming the Type of Leader That You Would Want to Follow

This article is about the lessons learned by an introverted IT professional who was unexpectedly placed in a leadership role. Through research, mentors, and data-monitoring software, the individual was able to learn how to build a team, manage people, and resolve conflicts. They also learned the importance of transparency and the value of reading industry blogs for problem-solving.

Upgrading Old Processes to Meet the Goals of the Future

This company is a legacy company that has been operating for decades and many of the people have never owned a smartphone. To address the communication gap between the higher-level managers and the developers, a digital transformation was implemented to convert physical paperwork into the digital realm. This increased the pace of the workflow, visibility, and transparency. A digitally-produced framework was also instated to show each team what projects look like from end-to-end. Automating the paper trail has provided insights into where bottlenecks in the organization tend to happen, allowing the company to administer the appropriate training and improve the structure of the organization.

Empowering Product and Engineering Leaders to Achieve the Best Business Results

In order to set up a team to deliver the best results, it is important to provide them with the proper context and business goals. The product manager should be responsible for aligning teams cross-functionally, gathering ideas, and prioritizing work. It is important to understand the team's strategy for achieving the desired result and to check in on their progress. Additionally, it is important to encourage the team to adapt their plans to incorporate learning.

Creating a Useful Product Vision

A product vision is an important part of a company strategy that serves as a North Star for the product organization, motivating them to create a compelling product that solves customer problems. It should not be confused with the company mission or product roadmap. It is important to create a product vision when teams need to be aligned in a common direction. It is worth the investment to create a product vision that is short and straightforward, and everyone should understand the purpose behind it.

How to Work Mindfully Without Overstressing

This article discusses the challenges faced by the author when transitioning from a Head of Product role to an IC in a larger company. The author had to adjust to a heavier workload, more cognitive initiatives, and multiple stakeholders across multiple time zones. To combat this, the author took feedback from colleagues and managers, structured their workflow to prioritize deep work, and better structured their meeting times. The article also highlights the importance of taking feedback, not underestimating deep work, and not being too harsh on oneself.

Employee Empowerment and Team Building

This article discusses the challenge of transitioning from an individual contributor to a manager, and how to empower a team while still engaging and energizing them. It outlines the steps taken to overcome this challenge, such as getting out of the comfort zone, speaking to a mentor, taking leadership courses, and assessing team members based on their strengths. It also highlights the importance of being honest with oneself, taking personal development seriously, and understanding that the output of a team should be exponential.

Developing Leaders: What to Do When Your Team Starts to Grow

This article discusses the problem of managing a team of five people, which was previously just a team of interns. The output of the team was lower than expected, and the manager realized that the problem was how he was managing the team. He identified the strengths and weaknesses of each team member and assigned tasks accordingly, and sought help from experienced managers and mentors. He learned that it is important to manage people the way they want to be managed, to be accountable for any team problems, and to ask for help when needed.

Building Communities of Practice

This article discusses the problem of communication breakdown as a company grows, and the actions taken to address it. A Community of Practice was created to connect people working on similar problems, and Confluence was used as a tool to enhance collaboration. The concept spread to other departments, and people grouped around different niches in the software development department. The article also highlights the importance of having a community lead to fuel enthusiasm, and the need to create a safe environment for people to share their presentations.

Creating a Career Development System

This article details the process of creating a career development system for a multinational company's branch in Romania. The process involved creating a steering team with leaders from each department, studying a dozen examples of career paths and performance management systems, and receiving feedback from various people across the organization. The resulting system included a dual career track, smaller autonomous teams, and formalized ladders to encourage growth. It also included frequent one-on-ones, defined OKRs, and 360 feedback. The process took a year and the results have been successful, with the engineers' growth being incredible. The article also highlights the importance of involving people in the process, finding a mentor, and understanding the challenges of a larger team.

Leveling Yourself Up: Keeping Up the Pace of a Rapidly Growing Company

When the author joined their current company five years ago, the engineering team was small. As the company grew, the author had to adapt to the changes and develop new skills in order to stay relevant. They learned to think six months ahead and had inspiring conversations with mentors to understand the changes. The author is the only original manager who stayed with the company and has been able to keep up with the rapid growth. They have also been helping others level up by creating opportunities for them to learn by doing. The author believes that people grow by experiencing emotions and understanding the underlying causes that drive actions.

Engaging Contractors: A Framework to Minimize the Risks and Maximize the Outcome

When considering hiring contractors, it is important to approach the engagement in a structured, documented, and shared way. This includes outlining the problem, assessing risk factors, defining success metrics, and outlining a plan B. Additionally, it is important to get buy-in from the team and manager, and to remember that the manager is still responsible for the deliverables and their quality.

Next Level Support Engineering (a.k.a. Incidents Management Engineering)

A year ago, the author was tasked to restructure the existing Support Engineering function in their company, which had experienced rapid growth due to the emergence of Covid-19. To do this, they had to redefine what Support Engineering was, and what it should do to address the new set of problems. This included establishing incident management protocols, a program management team, interception software, and building the team. Through this process, the author learned that Support Engineering should be established earlier, and that it should be a top horizontal function that liaises Engineering and Operations while shielding product teams.

Managing vs. Contributing as an IC: The Train/Canoe Mindset

A former manager shared their thoughts on the differences between working as an individual contributor (IC) and a manager. They used the analogy of train work and canoe work to explain the differences. Train work requires a lot of work to get the train moving, but it can take people far. Canoe work is done alone and can get going quickly, but will never reach the same speed as the train. When considering a career in management, it is important to remember that the day-to-day will be different and to consider one's motivation. Canoe work is energizing and allows for craftsmanship, while train work requires a more deliberate way of thinking and takes longer to see the results.

Creating a Metric to Measure Progress in an Area of Ambiguity

This case study looks at the challenge of determining how many appointments made by customers would lead to an actual sale, and how many were less serious in their intentions. The company reached out to their agents to define a quality customer, and discovered that part of their job was helping people to try to get to that point in the first place. They then pulled data on customers who scheduled a tour and compared it to property records to see if they bought a home. The lesson learned was that it was important to gain qualitative insights from agents in the field, and to combine this with customer data to identify the issues that were taking the greatest toll on the organization.

Learning to Speak the Languages of Many Types of Reports

As a manager, the author initially thought that the same methods of management that worked for them would work for their team. However, they soon realized that different people require different approaches. They now focus on getting the most out of their team's strengths, rather than correcting their weaknesses. They also think more specifically when assigning roles and tasks, and have learned to prioritize their involvement in areas that are not their primary focus.

Dealing With the Catastrophic Failure of an Important Product

This article discusses the experience of a person in the EdTech industry who had to mediate with customers when a mission-critical system was not working properly. The customer was not receiving the funding they were owed and teachers were missing entries. The person was able to resolve the technical issues and also mediate with customers to buy time and repair the relationship. They learned that it is important to be honest and transparent with customers, take responsibility for errors, and seek out professional advice.

Shrinking the Ego and Becoming Receptive to Others

The speaker emphasizes the importance of emotional intelligence and collaboration for successful leadership. They discuss the importance of mentorship and of developing an openness to feedback and criticism. They also emphasize the importance of focusing on people and quality of work, and of having the ability to have one's mind changed. Finally, they encourage reports to bring feedback to the leader personally.

“Right-Sizing” Your Team With Empathy

A new job overseeing a software technology division required difficult managerial decisions, including layoffs. A three-month process was undertaken to identify who to keep and who to let go, while also rebuilding the culture of the organization. After twelve months, the organization was breaking even. Lessons learned included the need to have a strong business-related need to justify layoffs, to modulate emotions, to remain transparent, and to invest in whoever is left after restructuring.

The Early Days of Agility

After forty years in software development, the author found himself in a chaotic environment with a development team of thirty people. The team was utilizing the waterfall style of working, which was becoming outdated, and their deliveries were one to two years behind. The author then introduced the Agile Manifesto and Extreme Programming to the team, which included changes to the process, programming languages, office policies, and payment structure. The release that followed was late, but of a higher quality than before, and subsequent releases hit their mark. The author learned that producing quality does not require large sums of money, that agile processes are necessary to keep up with changing markets, and that integrated teams and testing will increase the potency of troubleshooting efforts.

Driving Freestyle Innovation Inside Large Organizations

This article discusses a problem faced by a large team at a larger organization: lack of innovation due to too many highly visible projects. To address this, the team leader proposed and made the case to their Engineering Leader to budget for innovation plans. This resulted in the formation of a three-person tiger team, the hiring of two more people, and an extended hackathon. Through this, the team was able to develop machine learning technologies, create an amazing prototype, and receive positive feedback from customers. The article also highlights the importance of budgeting for innovation and giving engineers autonomy to work on their own ideas.

Becoming the Type of Leader That You Would Want to Follow

This article is about the lessons learned by an introverted IT professional who was unexpectedly placed in a leadership role. Through research, mentors, and data-monitoring software, the individual was able to learn how to build a team, manage people, and resolve conflicts. They also learned the importance of transparency and the value of reading industry blogs for problem-solving.

Upgrading Old Processes to Meet the Goals of the Future

This company is a legacy company that has been operating for decades and many of the people have never owned a smartphone. To address the communication gap between the higher-level managers and the developers, a digital transformation was implemented to convert physical paperwork into the digital realm. This increased the pace of the workflow, visibility, and transparency. A digitally-produced framework was also instated to show each team what projects look like from end-to-end. Automating the paper trail has provided insights into where bottlenecks in the organization tend to happen, allowing the company to administer the appropriate training and improve the structure of the organization.

Empowering Product and Engineering Leaders to Achieve the Best Business Results

In order to set up a team to deliver the best results, it is important to provide them with the proper context and business goals. The product manager should be responsible for aligning teams cross-functionally, gathering ideas, and prioritizing work. It is important to understand the team's strategy for achieving the desired result and to check in on their progress. Additionally, it is important to encourage the team to adapt their plans to incorporate learning.

Creating a Useful Product Vision

A product vision is an important part of a company strategy that serves as a North Star for the product organization, motivating them to create a compelling product that solves customer problems. It should not be confused with the company mission or product roadmap. It is important to create a product vision when teams need to be aligned in a common direction. It is worth the investment to create a product vision that is short and straightforward, and everyone should understand the purpose behind it.

How to Work Mindfully Without Overstressing

This article discusses the challenges faced by the author when transitioning from a Head of Product role to an IC in a larger company. The author had to adjust to a heavier workload, more cognitive initiatives, and multiple stakeholders across multiple time zones. To combat this, the author took feedback from colleagues and managers, structured their workflow to prioritize deep work, and better structured their meeting times. The article also highlights the importance of taking feedback, not underestimating deep work, and not being too harsh on oneself.

Employee Empowerment and Team Building

This article discusses the challenge of transitioning from an individual contributor to a manager, and how to empower a team while still engaging and energizing them. It outlines the steps taken to overcome this challenge, such as getting out of the comfort zone, speaking to a mentor, taking leadership courses, and assessing team members based on their strengths. It also highlights the importance of being honest with oneself, taking personal development seriously, and understanding that the output of a team should be exponential.

Developing Leaders: What to Do When Your Team Starts to Grow

This article discusses the problem of managing a team of five people, which was previously just a team of interns. The output of the team was lower than expected, and the manager realized that the problem was how he was managing the team. He identified the strengths and weaknesses of each team member and assigned tasks accordingly, and sought help from experienced managers and mentors. He learned that it is important to manage people the way they want to be managed, to be accountable for any team problems, and to ask for help when needed.

Building Communities of Practice

This article discusses the problem of communication breakdown as a company grows, and the actions taken to address it. A Community of Practice was created to connect people working on similar problems, and Confluence was used as a tool to enhance collaboration. The concept spread to other departments, and people grouped around different niches in the software development department. The article also highlights the importance of having a community lead to fuel enthusiasm, and the need to create a safe environment for people to share their presentations.

Creating a Career Development System

This article details the process of creating a career development system for a multinational company's branch in Romania. The process involved creating a steering team with leaders from each department, studying a dozen examples of career paths and performance management systems, and receiving feedback from various people across the organization. The resulting system included a dual career track, smaller autonomous teams, and formalized ladders to encourage growth. It also included frequent one-on-ones, defined OKRs, and 360 feedback. The process took a year and the results have been successful, with the engineers' growth being incredible. The article also highlights the importance of involving people in the process, finding a mentor, and understanding the challenges of a larger team.

Leveling Yourself Up: Keeping Up the Pace of a Rapidly Growing Company

When the author joined their current company five years ago, the engineering team was small. As the company grew, the author had to adapt to the changes and develop new skills in order to stay relevant. They learned to think six months ahead and had inspiring conversations with mentors to understand the changes. The author is the only original manager who stayed with the company and has been able to keep up with the rapid growth. They have also been helping others level up by creating opportunities for them to learn by doing. The author believes that people grow by experiencing emotions and understanding the underlying causes that drive actions.

Engaging Contractors: A Framework to Minimize the Risks and Maximize the Outcome

When considering hiring contractors, it is important to approach the engagement in a structured, documented, and shared way. This includes outlining the problem, assessing risk factors, defining success metrics, and outlining a plan B. Additionally, it is important to get buy-in from the team and manager, and to remember that the manager is still responsible for the deliverables and their quality.

Next Level Support Engineering (a.k.a. Incidents Management Engineering)

A year ago, the author was tasked to restructure the existing Support Engineering function in their company, which had experienced rapid growth due to the emergence of Covid-19. To do this, they had to redefine what Support Engineering was, and what it should do to address the new set of problems. This included establishing incident management protocols, a program management team, interception software, and building the team. Through this process, the author learned that Support Engineering should be established earlier, and that it should be a top horizontal function that liaises Engineering and Operations while shielding product teams.

Managing vs. Contributing as an IC: The Train/Canoe Mindset

A former manager shared their thoughts on the differences between working as an individual contributor (IC) and a manager. They used the analogy of train work and canoe work to explain the differences. Train work requires a lot of work to get the train moving, but it can take people far. Canoe work is done alone and can get going quickly, but will never reach the same speed as the train. When considering a career in management, it is important to remember that the day-to-day will be different and to consider one's motivation. Canoe work is energizing and allows for craftsmanship, while train work requires a more deliberate way of thinking and takes longer to see the results.

Creating a Metric to Measure Progress in an Area of Ambiguity

This case study looks at the challenge of determining how many appointments made by customers would lead to an actual sale, and how many were less serious in their intentions. The company reached out to their agents to define a quality customer, and discovered that part of their job was helping people to try to get to that point in the first place. They then pulled data on customers who scheduled a tour and compared it to property records to see if they bought a home. The lesson learned was that it was important to gain qualitative insights from agents in the field, and to combine this with customer data to identify the issues that were taking the greatest toll on the organization.

Learning to Speak the Languages of Many Types of Reports

As a manager, the author initially thought that the same methods of management that worked for them would work for their team. However, they soon realized that different people require different approaches. They now focus on getting the most out of their team's strengths, rather than correcting their weaknesses. They also think more specifically when assigning roles and tasks, and have learned to prioritize their involvement in areas that are not their primary focus.

Dealing With the Catastrophic Failure of an Important Product

This article discusses the experience of a person in the EdTech industry who had to mediate with customers when a mission-critical system was not working properly. The customer was not receiving the funding they were owed and teachers were missing entries. The person was able to resolve the technical issues and also mediate with customers to buy time and repair the relationship. They learned that it is important to be honest and transparent with customers, take responsibility for errors, and seek out professional advice.

Shrinking the Ego and Becoming Receptive to Others

The speaker emphasizes the importance of emotional intelligence and collaboration for successful leadership. They discuss the importance of mentorship and of developing an openness to feedback and criticism. They also emphasize the importance of focusing on people and quality of work, and of having the ability to have one's mind changed. Finally, they encourage reports to bring feedback to the leader personally.

“Right-Sizing” Your Team With Empathy

A new job overseeing a software technology division required difficult managerial decisions, including layoffs. A three-month process was undertaken to identify who to keep and who to let go, while also rebuilding the culture of the organization. After twelve months, the organization was breaking even. Lessons learned included the need to have a strong business-related need to justify layoffs, to modulate emotions, to remain transparent, and to invest in whoever is left after restructuring.

The Early Days of Agility

After forty years in software development, the author found himself in a chaotic environment with a development team of thirty people. The team was utilizing the waterfall style of working, which was becoming outdated, and their deliveries were one to two years behind. The author then introduced the Agile Manifesto and Extreme Programming to the team, which included changes to the process, programming languages, office policies, and payment structure. The release that followed was late, but of a higher quality than before, and subsequent releases hit their mark. The author learned that producing quality does not require large sums of money, that agile processes are necessary to keep up with changing markets, and that integrated teams and testing will increase the potency of troubleshooting efforts.

Driving Freestyle Innovation Inside Large Organizations

This article discusses a problem faced by a large team at a larger organization: lack of innovation due to too many highly visible projects. To address this, the team leader proposed and made the case to their Engineering Leader to budget for innovation plans. This resulted in the formation of a three-person tiger team, the hiring of two more people, and an extended hackathon. Through this, the team was able to develop machine learning technologies, create an amazing prototype, and receive positive feedback from customers. The article also highlights the importance of budgeting for innovation and giving engineers autonomy to work on their own ideas.

Becoming the Type of Leader That You Would Want to Follow

This article is about the lessons learned by an introverted IT professional who was unexpectedly placed in a leadership role. Through research, mentors, and data-monitoring software, the individual was able to learn how to build a team, manage people, and resolve conflicts. They also learned the importance of transparency and the value of reading industry blogs for problem-solving.

Upgrading Old Processes to Meet the Goals of the Future

This company is a legacy company that has been operating for decades and many of the people have never owned a smartphone. To address the communication gap between the higher-level managers and the developers, a digital transformation was implemented to convert physical paperwork into the digital realm. This increased the pace of the workflow, visibility, and transparency. A digitally-produced framework was also instated to show each team what projects look like from end-to-end. Automating the paper trail has provided insights into where bottlenecks in the organization tend to happen, allowing the company to administer the appropriate training and improve the structure of the organization.

Empowering Product and Engineering Leaders to Achieve the Best Business Results

In order to set up a team to deliver the best results, it is important to provide them with the proper context and business goals. The product manager should be responsible for aligning teams cross-functionally, gathering ideas, and prioritizing work. It is important to understand the team's strategy for achieving the desired result and to check in on their progress. Additionally, it is important to encourage the team to adapt their plans to incorporate learning.

Creating a Useful Product Vision

A product vision is an important part of a company strategy that serves as a North Star for the product organization, motivating them to create a compelling product that solves customer problems. It should not be confused with the company mission or product roadmap. It is important to create a product vision when teams need to be aligned in a common direction. It is worth the investment to create a product vision that is short and straightforward, and everyone should understand the purpose behind it.

How to Work Mindfully Without Overstressing

This article discusses the challenges faced by the author when transitioning from a Head of Product role to an IC in a larger company. The author had to adjust to a heavier workload, more cognitive initiatives, and multiple stakeholders across multiple time zones. To combat this, the author took feedback from colleagues and managers, structured their workflow to prioritize deep work, and better structured their meeting times. The article also highlights the importance of taking feedback, not underestimating deep work, and not being too harsh on oneself.

Employee Empowerment and Team Building

This article discusses the challenge of transitioning from an individual contributor to a manager, and how to empower a team while still engaging and energizing them. It outlines the steps taken to overcome this challenge, such as getting out of the comfort zone, speaking to a mentor, taking leadership courses, and assessing team members based on their strengths. It also highlights the importance of being honest with oneself, taking personal development seriously, and understanding that the output of a team should be exponential.

Developing Leaders: What to Do When Your Team Starts to Grow

This article discusses the problem of managing a team of five people, which was previously just a team of interns. The output of the team was lower than expected, and the manager realized that the problem was how he was managing the team. He identified the strengths and weaknesses of each team member and assigned tasks accordingly, and sought help from experienced managers and mentors. He learned that it is important to manage people the way they want to be managed, to be accountable for any team problems, and to ask for help when needed.

Building Communities of Practice

This article discusses the problem of communication breakdown as a company grows, and the actions taken to address it. A Community of Practice was created to connect people working on similar problems, and Confluence was used as a tool to enhance collaboration. The concept spread to other departments, and people grouped around different niches in the software development department. The article also highlights the importance of having a community lead to fuel enthusiasm, and the need to create a safe environment for people to share their presentations.

Creating a Career Development System

This article details the process of creating a career development system for a multinational company's branch in Romania. The process involved creating a steering team with leaders from each department, studying a dozen examples of career paths and performance management systems, and receiving feedback from various people across the organization. The resulting system included a dual career track, smaller autonomous teams, and formalized ladders to encourage growth. It also included frequent one-on-ones, defined OKRs, and 360 feedback. The process took a year and the results have been successful, with the engineers' growth being incredible. The article also highlights the importance of involving people in the process, finding a mentor, and understanding the challenges of a larger team.

Leveling Yourself Up: Keeping Up the Pace of a Rapidly Growing Company

When the author joined their current company five years ago, the engineering team was small. As the company grew, the author had to adapt to the changes and develop new skills in order to stay relevant. They learned to think six months ahead and had inspiring conversations with mentors to understand the changes. The author is the only original manager who stayed with the company and has been able to keep up with the rapid growth. They have also been helping others level up by creating opportunities for them to learn by doing. The author believes that people grow by experiencing emotions and understanding the underlying causes that drive actions.

Engaging Contractors: A Framework to Minimize the Risks and Maximize the Outcome

When considering hiring contractors, it is important to approach the engagement in a structured, documented, and shared way. This includes outlining the problem, assessing risk factors, defining success metrics, and outlining a plan B. Additionally, it is important to get buy-in from the team and manager, and to remember that the manager is still responsible for the deliverables and their quality.

Next Level Support Engineering (a.k.a. Incidents Management Engineering)

A year ago, the author was tasked to restructure the existing Support Engineering function in their company, which had experienced rapid growth due to the emergence of Covid-19. To do this, they had to redefine what Support Engineering was, and what it should do to address the new set of problems. This included establishing incident management protocols, a program management team, interception software, and building the team. Through this process, the author learned that Support Engineering should be established earlier, and that it should be a top horizontal function that liaises Engineering and Operations while shielding product teams.

Managing vs. Contributing as an IC: The Train/Canoe Mindset

A former manager shared their thoughts on the differences between working as an individual contributor (IC) and a manager. They used the analogy of train work and canoe work to explain the differences. Train work requires a lot of work to get the train moving, but it can take people far. Canoe work is done alone and can get going quickly, but will never reach the same speed as the train. When considering a career in management, it is important to remember that the day-to-day will be different and to consider one's motivation. Canoe work is energizing and allows for craftsmanship, while train work requires a more deliberate way of thinking and takes longer to see the results.

Creating a Metric to Measure Progress in an Area of Ambiguity

This case study looks at the challenge of determining how many appointments made by customers would lead to an actual sale, and how many were less serious in their intentions. The company reached out to their agents to define a quality customer, and discovered that part of their job was helping people to try to get to that point in the first place. They then pulled data on customers who scheduled a tour and compared it to property records to see if they bought a home. The lesson learned was that it was important to gain qualitative insights from agents in the field, and to combine this with customer data to identify the issues that were taking the greatest toll on the organization.

Learning to Speak the Languages of Many Types of Reports

As a manager, the author initially thought that the same methods of management that worked for them would work for their team. However, they soon realized that different people require different approaches. They now focus on getting the most out of their team's strengths, rather than correcting their weaknesses. They also think more specifically when assigning roles and tasks, and have learned to prioritize their involvement in areas that are not their primary focus.

Dealing With the Catastrophic Failure of an Important Product

This article discusses the experience of a person in the EdTech industry who had to mediate with customers when a mission-critical system was not working properly. The customer was not receiving the funding they were owed and teachers were missing entries. The person was able to resolve the technical issues and also mediate with customers to buy time and repair the relationship. They learned that it is important to be honest and transparent with customers, take responsibility for errors, and seek out professional advice.

Shrinking the Ego and Becoming Receptive to Others

The speaker emphasizes the importance of emotional intelligence and collaboration for successful leadership. They discuss the importance of mentorship and of developing an openness to feedback and criticism. They also emphasize the importance of focusing on people and quality of work, and of having the ability to have one's mind changed. Finally, they encourage reports to bring feedback to the leader personally.

“Right-Sizing” Your Team With Empathy

A new job overseeing a software technology division required difficult managerial decisions, including layoffs. A three-month process was undertaken to identify who to keep and who to let go, while also rebuilding the culture of the organization. After twelve months, the organization was breaking even. Lessons learned included the need to have a strong business-related need to justify layoffs, to modulate emotions, to remain transparent, and to invest in whoever is left after restructuring.

The Early Days of Agility

After forty years in software development, the author found himself in a chaotic environment with a development team of thirty people. The team was utilizing the waterfall style of working, which was becoming outdated, and their deliveries were one to two years behind. The author then introduced the Agile Manifesto and Extreme Programming to the team, which included changes to the process, programming languages, office policies, and payment structure. The release that followed was late, but of a higher quality than before, and subsequent releases hit their mark. The author learned that producing quality does not require large sums of money, that agile processes are necessary to keep up with changing markets, and that integrated teams and testing will increase the potency of troubleshooting efforts.

Driving Freestyle Innovation Inside Large Organizations

This article discusses a problem faced by a large team at a larger organization: lack of innovation due to too many highly visible projects. To address this, the team leader proposed and made the case to their Engineering Leader to budget for innovation plans. This resulted in the formation of a three-person tiger team, the hiring of two more people, and an extended hackathon. Through this, the team was able to develop machine learning technologies, create an amazing prototype, and receive positive feedback from customers. The article also highlights the importance of budgeting for innovation and giving engineers autonomy to work on their own ideas.

Becoming the Type of Leader That You Would Want to Follow

This article is about the lessons learned by an introverted IT professional who was unexpectedly placed in a leadership role. Through research, mentors, and data-monitoring software, the individual was able to learn how to build a team, manage people, and resolve conflicts. They also learned the importance of transparency and the value of reading industry blogs for problem-solving.

Upgrading Old Processes to Meet the Goals of the Future

This company is a legacy company that has been operating for decades and many of the people have never owned a smartphone. To address the communication gap between the higher-level managers and the developers, a digital transformation was implemented to convert physical paperwork into the digital realm. This increased the pace of the workflow, visibility, and transparency. A digitally-produced framework was also instated to show each team what projects look like from end-to-end. Automating the paper trail has provided insights into where bottlenecks in the organization tend to happen, allowing the company to administer the appropriate training and improve the structure of the organization.

Empowering Product and Engineering Leaders to Achieve the Best Business Results

In order to set up a team to deliver the best results, it is important to provide them with the proper context and business goals. The product manager should be responsible for aligning teams cross-functionally, gathering ideas, and prioritizing work. It is important to understand the team's strategy for achieving the desired result and to check in on their progress. Additionally, it is important to encourage the team to adapt their plans to incorporate learning.

Creating a Useful Product Vision

A product vision is an important part of a company strategy that serves as a North Star for the product organization, motivating them to create a compelling product that solves customer problems. It should not be confused with the company mission or product roadmap. It is important to create a product vision when teams need to be aligned in a common direction. It is worth the investment to create a product vision that is short and straightforward, and everyone should understand the purpose behind it.

How to Work Mindfully Without Overstressing

This article discusses the challenges faced by the author when transitioning from a Head of Product role to an IC in a larger company. The author had to adjust to a heavier workload, more cognitive initiatives, and multiple stakeholders across multiple time zones. To combat this, the author took feedback from colleagues and managers, structured their workflow to prioritize deep work, and better structured their meeting times. The article also highlights the importance of taking feedback, not underestimating deep work, and not being too harsh on oneself.

Employee Empowerment and Team Building

This article discusses the challenge of transitioning from an individual contributor to a manager, and how to empower a team while still engaging and energizing them. It outlines the steps taken to overcome this challenge, such as getting out of the comfort zone, speaking to a mentor, taking leadership courses, and assessing team members based on their strengths. It also highlights the importance of being honest with oneself, taking personal development seriously, and understanding that the output of a team should be exponential.

Developing Leaders: What to Do When Your Team Starts to Grow

This article discusses the problem of managing a team of five people, which was previously just a team of interns. The output of the team was lower than expected, and the manager realized that the problem was how he was managing the team. He identified the strengths and weaknesses of each team member and assigned tasks accordingly, and sought help from experienced managers and mentors. He learned that it is important to manage people the way they want to be managed, to be accountable for any team problems, and to ask for help when needed.

Building Communities of Practice

This article discusses the problem of communication breakdown as a company grows, and the actions taken to address it. A Community of Practice was created to connect people working on similar problems, and Confluence was used as a tool to enhance collaboration. The concept spread to other departments, and people grouped around different niches in the software development department. The article also highlights the importance of having a community lead to fuel enthusiasm, and the need to create a safe environment for people to share their presentations.

Creating a Career Development System

This article details the process of creating a career development system for a multinational company's branch in Romania. The process involved creating a steering team with leaders from each department, studying a dozen examples of career paths and performance management systems, and receiving feedback from various people across the organization. The resulting system included a dual career track, smaller autonomous teams, and formalized ladders to encourage growth. It also included frequent one-on-ones, defined OKRs, and 360 feedback. The process took a year and the results have been successful, with the engineers' growth being incredible. The article also highlights the importance of involving people in the process, finding a mentor, and understanding the challenges of a larger team.

Leveling Yourself Up: Keeping Up the Pace of a Rapidly Growing Company

When the author joined their current company five years ago, the engineering team was small. As the company grew, the author had to adapt to the changes and develop new skills in order to stay relevant. They learned to think six months ahead and had inspiring conversations with mentors to understand the changes. The author is the only original manager who stayed with the company and has been able to keep up with the rapid growth. They have also been helping others level up by creating opportunities for them to learn by doing. The author believes that people grow by experiencing emotions and understanding the underlying causes that drive actions.

Engaging Contractors: A Framework to Minimize the Risks and Maximize the Outcome

When considering hiring contractors, it is important to approach the engagement in a structured, documented, and shared way. This includes outlining the problem, assessing risk factors, defining success metrics, and outlining a plan B. Additionally, it is important to get buy-in from the team and manager, and to remember that the manager is still responsible for the deliverables and their quality.

Next Level Support Engineering (a.k.a. Incidents Management Engineering)

A year ago, the author was tasked to restructure the existing Support Engineering function in their company, which had experienced rapid growth due to the emergence of Covid-19. To do this, they had to redefine what Support Engineering was, and what it should do to address the new set of problems. This included establishing incident management protocols, a program management team, interception software, and building the team. Through this process, the author learned that Support Engineering should be established earlier, and that it should be a top horizontal function that liaises Engineering and Operations while shielding product teams.

Managing vs. Contributing as an IC: The Train/Canoe Mindset

A former manager shared their thoughts on the differences between working as an individual contributor (IC) and a manager. They used the analogy of train work and canoe work to explain the differences. Train work requires a lot of work to get the train moving, but it can take people far. Canoe work is done alone and can get going quickly, but will never reach the same speed as the train. When considering a career in management, it is important to remember that the day-to-day will be different and to consider one's motivation. Canoe work is energizing and allows for craftsmanship, while train work requires a more deliberate way of thinking and takes longer to see the results.

Creating a Metric to Measure Progress in an Area of Ambiguity

This case study looks at the challenge of determining how many appointments made by customers would lead to an actual sale, and how many were less serious in their intentions. The company reached out to their agents to define a quality customer, and discovered that part of their job was helping people to try to get to that point in the first place. They then pulled data on customers who scheduled a tour and compared it to property records to see if they bought a home. The lesson learned was that it was important to gain qualitative insights from agents in the field, and to combine this with customer data to identify the issues that were taking the greatest toll on the organization.

Learning to Speak the Languages of Many Types of Reports

As a manager, the author initially thought that the same methods of management that worked for them would work for their team. However, they soon realized that different people require different approaches. They now focus on getting the most out of their team's strengths, rather than correcting their weaknesses. They also think more specifically when assigning roles and tasks, and have learned to prioritize their involvement in areas that are not their primary focus.

Dealing With the Catastrophic Failure of an Important Product

This article discusses the experience of a person in the EdTech industry who had to mediate with customers when a mission-critical system was not working properly. The customer was not receiving the funding they were owed and teachers were missing entries. The person was able to resolve the technical issues and also mediate with customers to buy time and repair the relationship. They learned that it is important to be honest and transparent with customers, take responsibility for errors, and seek out professional advice.

Shrinking the Ego and Becoming Receptive to Others

The speaker emphasizes the importance of emotional intelligence and collaboration for successful leadership. They discuss the importance of mentorship and of developing an openness to feedback and criticism. They also emphasize the importance of focusing on people and quality of work, and of having the ability to have one's mind changed. Finally, they encourage reports to bring feedback to the leader personally.

“Right-Sizing” Your Team With Empathy

A new job overseeing a software technology division required difficult managerial decisions, including layoffs. A three-month process was undertaken to identify who to keep and who to let go, while also rebuilding the culture of the organization. After twelve months, the organization was breaking even. Lessons learned included the need to have a strong business-related need to justify layoffs, to modulate emotions, to remain transparent, and to invest in whoever is left after restructuring.

The Early Days of Agility

After forty years in software development, the author found himself in a chaotic environment with a development team of thirty people. The team was utilizing the waterfall style of working, which was becoming outdated, and their deliveries were one to two years behind. The author then introduced the Agile Manifesto and Extreme Programming to the team, which included changes to the process, programming languages, office policies, and payment structure. The release that followed was late, but of a higher quality than before, and subsequent releases hit their mark. The author learned that producing quality does not require large sums of money, that agile processes are necessary to keep up with changing markets, and that integrated teams and testing will increase the potency of troubleshooting efforts.

Driving Freestyle Innovation Inside Large Organizations

This article discusses a problem faced by a large team at a larger organization: lack of innovation due to too many highly visible projects. To address this, the team leader proposed and made the case to their Engineering Leader to budget for innovation plans. This resulted in the formation of a three-person tiger team, the hiring of two more people, and an extended hackathon. Through this, the team was able to develop machine learning technologies, create an amazing prototype, and receive positive feedback from customers. The article also highlights the importance of budgeting for innovation and giving engineers autonomy to work on their own ideas.

Becoming the Type of Leader That You Would Want to Follow

This article is about the lessons learned by an introverted IT professional who was unexpectedly placed in a leadership role. Through research, mentors, and data-monitoring software, the individual was able to learn how to build a team, manage people, and resolve conflicts. They also learned the importance of transparency and the value of reading industry blogs for problem-solving.

Upgrading Old Processes to Meet the Goals of the Future

This company is a legacy company that has been operating for decades and many of the people have never owned a smartphone. To address the communication gap between the higher-level managers and the developers, a digital transformation was implemented to convert physical paperwork into the digital realm. This increased the pace of the workflow, visibility, and transparency. A digitally-produced framework was also instated to show each team what projects look like from end-to-end. Automating the paper trail has provided insights into where bottlenecks in the organization tend to happen, allowing the company to administer the appropriate training and improve the structure of the organization.

Empowering Product and Engineering Leaders to Achieve the Best Business Results

In order to set up a team to deliver the best results, it is important to provide them with the proper context and business goals. The product manager should be responsible for aligning teams cross-functionally, gathering ideas, and prioritizing work. It is important to understand the team's strategy for achieving the desired result and to check in on their progress. Additionally, it is important to encourage the team to adapt their plans to incorporate learning.

Creating a Useful Product Vision

A product vision is an important part of a company strategy that serves as a North Star for the product organization, motivating them to create a compelling product that solves customer problems. It should not be confused with the company mission or product roadmap. It is important to create a product vision when teams need to be aligned in a common direction. It is worth the investment to create a product vision that is short and straightforward, and everyone should understand the purpose behind it.

How to Work Mindfully Without Overstressing

This article discusses the challenges faced by the author when transitioning from a Head of Product role to an IC in a larger company. The author had to adjust to a heavier workload, more cognitive initiatives, and multiple stakeholders across multiple time zones. To combat this, the author took feedback from colleagues and managers, structured their workflow to prioritize deep work, and better structured their meeting times. The article also highlights the importance of taking feedback, not underestimating deep work, and not being too harsh on oneself.

Employee Empowerment and Team Building

This article discusses the challenge of transitioning from an individual contributor to a manager, and how to empower a team while still engaging and energizing them. It outlines the steps taken to overcome this challenge, such as getting out of the comfort zone, speaking to a mentor, taking leadership courses, and assessing team members based on their strengths. It also highlights the importance of being honest with oneself, taking personal development seriously, and understanding that the output of a team should be exponential.

Developing Leaders: What to Do When Your Team Starts to Grow

This article discusses the problem of managing a team of five people, which was previously just a team of interns. The output of the team was lower than expected, and the manager realized that the problem was how he was managing the team. He identified the strengths and weaknesses of each team member and assigned tasks accordingly, and sought help from experienced managers and mentors. He learned that it is important to manage people the way they want to be managed, to be accountable for any team problems, and to ask for help when needed.

Building Communities of Practice

This article discusses the problem of communication breakdown as a company grows, and the actions taken to address it. A Community of Practice was created to connect people working on similar problems, and Confluence was used as a tool to enhance collaboration. The concept spread to other departments, and people grouped around different niches in the software development department. The article also highlights the importance of having a community lead to fuel enthusiasm, and the need to create a safe environment for people to share their presentations.

Creating a Career Development System

This article details the process of creating a career development system for a multinational company's branch in Romania. The process involved creating a steering team with leaders from each department, studying a dozen examples of career paths and performance management systems, and receiving feedback from various people across the organization. The resulting system included a dual career track, smaller autonomous teams, and formalized ladders to encourage growth. It also included frequent one-on-ones, defined OKRs, and 360 feedback. The process took a year and the results have been successful, with the engineers' growth being incredible. The article also highlights the importance of involving people in the process, finding a mentor, and understanding the challenges of a larger team.

Leveling Yourself Up: Keeping Up the Pace of a Rapidly Growing Company

When the author joined their current company five years ago, the engineering team was small. As the company grew, the author had to adapt to the changes and develop new skills in order to stay relevant. They learned to think six months ahead and had inspiring conversations with mentors to understand the changes. The author is the only original manager who stayed with the company and has been able to keep up with the rapid growth. They have also been helping others level up by creating opportunities for them to learn by doing. The author believes that people grow by experiencing emotions and understanding the underlying causes that drive actions.

Engaging Contractors: A Framework to Minimize the Risks and Maximize the Outcome

When considering hiring contractors, it is important to approach the engagement in a structured, documented, and shared way. This includes outlining the problem, assessing risk factors, defining success metrics, and outlining a plan B. Additionally, it is important to get buy-in from the team and manager, and to remember that the manager is still responsible for the deliverables and their quality.

Next Level Support Engineering (a.k.a. Incidents Management Engineering)

A year ago, the author was tasked to restructure the existing Support Engineering function in their company, which had experienced rapid growth due to the emergence of Covid-19. To do this, they had to redefine what Support Engineering was, and what it should do to address the new set of problems. This included establishing incident management protocols, a program management team, interception software, and building the team. Through this process, the author learned that Support Engineering should be established earlier, and that it should be a top horizontal function that liaises Engineering and Operations while shielding product teams.

Managing vs. Contributing as an IC: The Train/Canoe Mindset

A former manager shared their thoughts on the differences between working as an individual contributor (IC) and a manager. They used the analogy of train work and canoe work to explain the differences. Train work requires a lot of work to get the train moving, but it can take people far. Canoe work is done alone and can get going quickly, but will never reach the same speed as the train. When considering a career in management, it is important to remember that the day-to-day will be different and to consider one's motivation. Canoe work is energizing and allows for craftsmanship, while train work requires a more deliberate way of thinking and takes longer to see the results.

Creating a Metric to Measure Progress in an Area of Ambiguity

This case study looks at the challenge of determining how many appointments made by customers would lead to an actual sale, and how many were less serious in their intentions. The company reached out to their agents to define a quality customer, and discovered that part of their job was helping people to try to get to that point in the first place. They then pulled data on customers who scheduled a tour and compared it to property records to see if they bought a home. The lesson learned was that it was important to gain qualitative insights from agents in the field, and to combine this with customer data to identify the issues that were taking the greatest toll on the organization.

Learning to Speak the Languages of Many Types of Reports

As a manager, the author initially thought that the same methods of management that worked for them would work for their team. However, they soon realized that different people require different approaches. They now focus on getting the most out of their team's strengths, rather than correcting their weaknesses. They also think more specifically when assigning roles and tasks, and have learned to prioritize their involvement in areas that are not their primary focus.

Dealing With the Catastrophic Failure of an Important Product

This article discusses the experience of a person in the EdTech industry who had to mediate with customers when a mission-critical system was not working properly. The customer was not receiving the funding they were owed and teachers were missing entries. The person was able to resolve the technical issues and also mediate with customers to buy time and repair the relationship. They learned that it is important to be honest and transparent with customers, take responsibility for errors, and seek out professional advice.

Shrinking the Ego and Becoming Receptive to Others

The speaker emphasizes the importance of emotional intelligence and collaboration for successful leadership. They discuss the importance of mentorship and of developing an openness to feedback and criticism. They also emphasize the importance of focusing on people and quality of work, and of having the ability to have one's mind changed. Finally, they encourage reports to bring feedback to the leader personally.

“Right-Sizing” Your Team With Empathy

A new job overseeing a software technology division required difficult managerial decisions, including layoffs. A three-month process was undertaken to identify who to keep and who to let go, while also rebuilding the culture of the organization. After twelve months, the organization was breaking even. Lessons learned included the need to have a strong business-related need to justify layoffs, to modulate emotions, to remain transparent, and to invest in whoever is left after restructuring.

The Early Days of Agility

After forty years in software development, the author found himself in a chaotic environment with a development team of thirty people. The team was utilizing the waterfall style of working, which was becoming outdated, and their deliveries were one to two years behind. The author then introduced the Agile Manifesto and Extreme Programming to the team, which included changes to the process, programming languages, office policies, and payment structure. The release that followed was late, but of a higher quality than before, and subsequent releases hit their mark. The author learned that producing quality does not require large sums of money, that agile processes are necessary to keep up with changing markets, and that integrated teams and testing will increase the potency of troubleshooting efforts.

Driving Freestyle Innovation Inside Large Organizations

This article discusses a problem faced by a large team at a larger organization: lack of innovation due to too many highly visible projects. To address this, the team leader proposed and made the case to their Engineering Leader to budget for innovation plans. This resulted in the formation of a three-person tiger team, the hiring of two more people, and an extended hackathon. Through this, the team was able to develop machine learning technologies, create an amazing prototype, and receive positive feedback from customers. The article also highlights the importance of budgeting for innovation and giving engineers autonomy to work on their own ideas.

Becoming the Type of Leader That You Would Want to Follow

This article is about the lessons learned by an introverted IT professional who was unexpectedly placed in a leadership role. Through research, mentors, and data-monitoring software, the individual was able to learn how to build a team, manage people, and resolve conflicts. They also learned the importance of transparency and the value of reading industry blogs for problem-solving.

Upgrading Old Processes to Meet the Goals of the Future

This company is a legacy company that has been operating for decades and many of the people have never owned a smartphone. To address the communication gap between the higher-level managers and the developers, a digital transformation was implemented to convert physical paperwork into the digital realm. This increased the pace of the workflow, visibility, and transparency. A digitally-produced framework was also instated to show each team what projects look like from end-to-end. Automating the paper trail has provided insights into where bottlenecks in the organization tend to happen, allowing the company to administer the appropriate training and improve the structure of the organization.