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How to Attract Engineers When Your Company Scales Massively

Companies face a massive challenge when scaling rapidly and needing to hire an additional 100 engineers in a year. Different approaches can be taken, but focusing on quality is essential. Relying on people's networks, creating a catchy pitch, and making managers accountable for hiring are all strategies that have worked. Additionally, taking advantage of other companies' slow hiring process and allowing engineers to move around the company can help to find the right people for the right positions.

The Startup Dilemma: Who Should Be Your First Hires

Early-stage startups face many dilemmas, including who to hire first. It is important to anticipate the company's growth in the next 12 months and plan accordingly. It is recommended to prioritize leadership over management, and to focus on collaboration and teamwork rather than hiring an Engineering Manager (EM) unless there are at least 30 engineers. Senior engineers can be responsible for code reviews and approvals, and the company can dedicate an hour monthly to testing with all business teams. During interviews, focus on chemistry and collaboration.

Being Uncertain About a New Hire

As a first-time manager of an early-stage startup, it is important to make the right decision when hiring a new employee. To do this, it is necessary to determine what has changed and why, and to communicate expectations. It is also important to have a plan B in case the new hire does not work out, and to be aware that personal issues can affect performance. Managers must be wise and find the balance between being empathetic and professional, and be aware that different companies can tolerate different levels of uncertainty.

Growing Pains of Communicating a Product Vision to Your Team

This article provides advice on how to effectively communicate a product vision to a team as a Head of Product. It suggests identifying the communication problem, understanding what drives a product, hiring a technical product manager, explaining features by demonstrating the business value, and understanding the different roles in managing a product.

What is the Ideal Junior to Senior Developer Ratio? And How to Get There?

When building a development team, it is important to consider the ratio of junior, mid-level, and senior developers. A pyramidal structure with three juniors per mid-level and four mid-levels per senior is ideal, but the exact proportion should be adjusted to the company's needs. Mid-level developers are an essential part of a well-balanced team, and juniors should be encouraged to help each other and exchange ideas. Metrics and tracking working hours can help allocate resources more effectively.

Knowing When to Hire in a Startup

In startups, it is important to have a framework in place to know when to hire and for what position. Waiting two months after feeling an extreme pain point in the organization is advised, as the workload may taper off after a push. Additionally, the dynamic of the team changes with every new addition, so the person needs time to adjust and fuse into the role. Common mistakes include hiring for the wrong role, as needs are constantly changing.

Handling the Difficulties of Wearing Many Hats

In small companies and growing startups, it is common for a few people to wear multiple hats due to financial restraints. This can lead to burnout and confusion about roles, as well as a power struggle. To avoid these issues, it is important to be aware of the power dynamics and be clear about which hat is being worn when communicating with others. Additionally, it is important to take time to relax and recharge in order to avoid burnout.

Structuring an Engineering Manager Training Program

In order to balance the technical and leadership sides of their management team, the author created an engineering training program from scratch. This included a self-study page on a Wiki, a leadership reading club, access to Plato, and a coaching program. Through this program, the author was able to provide engineering managers with the knowledge of what they are responsible for and the tools and resources to help them learn and grow.

A Detailed Hiring Process

This article outlines the hiring process of a manager, which includes a behavioral screen, technical screen, and on-site interviews. The manager emphasizes the importance of standardizing the process as much as possible, and uses a debriefing to ask questions and clarify why people said Yes or No to a candidate. The manager also does not do consensus hiring, and if a candidate receives all yeses but a No for technical reasons, then they will not be hired.

Defining a Product Strategy Using Foundational Answers

When designing a product roadmap or strategy, it is important to start with the basics and use the First Principle approach. This involves defining the problem that the company is trying to solve and having a well-defined intent. It is also important to keep in mind what you want to do in the future, but not too far ahead. Lessons learned include questioning everything that is being done and understanding the problem that needs to be solved in relation to the company's mission statement.

Techniques for Sourcing and Attracting Great Candidates

This article outlines the techniques used by a hiring manager to source great candidates for positions. These techniques include writing down the mission statement and outlining why it is important, using professional and social media accounts to advertise roles, writing articles for publications, and attending events such as HackerX. Additionally, the article emphasizes the importance of building relationships with potential candidates, even if they are not available to join the company at the time.

Recruiting Strategies for Finding Suitable Engineer Candidates

Recruiting engineers for a company can be challenging, but there are strategies that have proven to be successful. These include using your network, attending meetups, public speaking, integrating technical aspects into your pitch, and upselling other arenas if you are low on cash. All of these strategies involve face-to-face interactions to get people to know you and your organization, and become interested enough to join your team.

How To Rise into a Senior Engineering Leadership Position

This article discusses the changes that come with managing managers, such as delegating more, understanding what makes other leads successful, avoiding micromanaging, and having a long-term vision for your team. It also emphasizes the importance of the 80-20 Pareto law, understanding the difference between what is important and what is urgent, and focusing on the 20 percent of work that will bring the most results.

Principles to Set as a New Manager

As a new manager, it is important to strive for an autonomous team without bottlenecking. To do this, remain operational to fill in gaps, stay empathetic while setting limits, rely on facts, and avoid being the bridge between team members. Investing in understanding and reaching autonomy is difficult, but will pay off in the long run.

Resolving Morale Issues When a Key Member Leaves the Company

When a manager unexpectedly left the company, the team morale was low and many members were considering leaving. The author took immediate action to recover from the situation, such as nominating a tech lead, hiring two engineers, and bringing the team to the HQ office. In the end, only one engineer left and the team morale increased. The author learned that it is important to take action quickly, have a clear roadmap, and ally with company executives for support.

Broaching the Topic of Underperformance

When an employee is underperforming, it is important to take action quickly and effectively. As a manager, you should gather factual information, organize a one-on-one with the employee, and consider solutions such as a performance improvement plan or a change of team. If the problem does not improve, you should consider firing the employee as a last resort. It is important to involve HR only at this stage and to never assume that the problem does not come from you as a manager. Listening to the employee and presenting facts is key to understanding the problem and finding the best solution.

How to Measure Success As a New VP of Engineering

This article discusses the importance of selecting the right performance measurement system for a VP of Engineering with R&D flavor. It compares and contrasts job descriptions for CTOs, VPs of Engineering, and Directors of R&D, and suggests trying OKR as a framework for goal setting. It also highlights the need to manage people, processes, and products, and suggests reading books to find wisdom and inspiration.

Gaining Acceptance as the New Manager in the Office

Being the new manager in an office can be a stressful experience, especially if the team does not accept you. To gain acceptance, the manager should use icebreakers, create cohesion among team members, be present and attentive during standups, join conversations, and ask team members about their work. The manager should also approach the situation with humility, listen, and be honest and genuine. Finally, the manager should remember that there may be reasons outside of their control that affect the team's acceptance.

As a Product Manager Never Lose Sight of Your Product Strategy

As a product manager, it is important to become familiar with the product strategy and to capture and write down every idea in a product backlog. Prioritization should always stay committed to the strategy, even if the product metrics are not favorable. It is also important to explain the link between a specific feature and the overall strategy to team members, and to allocate enough time during the work week to stay committed to the strategy.

Accelerating Product Development Through an On-Site Visit

When developing a feature for enterprise software, the product development team noticed that the functionality was not performing well for customers. After a week of back and forth messaging with the customer, the team decided to fly out to the customer's site to observe the situation firsthand. This allowed them to find the root cause and deploy a solution the following day. The team learned that being on-site with the customer was more valuable than messaging back and forth, as it allowed them to build a relationship and get more information. The downside was the cost of the plane ticket and scheduling, but the payoff was worth it.

How to Attract Engineers When Your Company Scales Massively

Companies face a massive challenge when scaling rapidly and needing to hire an additional 100 engineers in a year. Different approaches can be taken, but focusing on quality is essential. Relying on people's networks, creating a catchy pitch, and making managers accountable for hiring are all strategies that have worked. Additionally, taking advantage of other companies' slow hiring process and allowing engineers to move around the company can help to find the right people for the right positions.

The Startup Dilemma: Who Should Be Your First Hires

Early-stage startups face many dilemmas, including who to hire first. It is important to anticipate the company's growth in the next 12 months and plan accordingly. It is recommended to prioritize leadership over management, and to focus on collaboration and teamwork rather than hiring an Engineering Manager (EM) unless there are at least 30 engineers. Senior engineers can be responsible for code reviews and approvals, and the company can dedicate an hour monthly to testing with all business teams. During interviews, focus on chemistry and collaboration.

Being Uncertain About a New Hire

As a first-time manager of an early-stage startup, it is important to make the right decision when hiring a new employee. To do this, it is necessary to determine what has changed and why, and to communicate expectations. It is also important to have a plan B in case the new hire does not work out, and to be aware that personal issues can affect performance. Managers must be wise and find the balance between being empathetic and professional, and be aware that different companies can tolerate different levels of uncertainty.

Growing Pains of Communicating a Product Vision to Your Team

This article provides advice on how to effectively communicate a product vision to a team as a Head of Product. It suggests identifying the communication problem, understanding what drives a product, hiring a technical product manager, explaining features by demonstrating the business value, and understanding the different roles in managing a product.

What is the Ideal Junior to Senior Developer Ratio? And How to Get There?

When building a development team, it is important to consider the ratio of junior, mid-level, and senior developers. A pyramidal structure with three juniors per mid-level and four mid-levels per senior is ideal, but the exact proportion should be adjusted to the company's needs. Mid-level developers are an essential part of a well-balanced team, and juniors should be encouraged to help each other and exchange ideas. Metrics and tracking working hours can help allocate resources more effectively.

Knowing When to Hire in a Startup

In startups, it is important to have a framework in place to know when to hire and for what position. Waiting two months after feeling an extreme pain point in the organization is advised, as the workload may taper off after a push. Additionally, the dynamic of the team changes with every new addition, so the person needs time to adjust and fuse into the role. Common mistakes include hiring for the wrong role, as needs are constantly changing.

Handling the Difficulties of Wearing Many Hats

In small companies and growing startups, it is common for a few people to wear multiple hats due to financial restraints. This can lead to burnout and confusion about roles, as well as a power struggle. To avoid these issues, it is important to be aware of the power dynamics and be clear about which hat is being worn when communicating with others. Additionally, it is important to take time to relax and recharge in order to avoid burnout.

Structuring an Engineering Manager Training Program

In order to balance the technical and leadership sides of their management team, the author created an engineering training program from scratch. This included a self-study page on a Wiki, a leadership reading club, access to Plato, and a coaching program. Through this program, the author was able to provide engineering managers with the knowledge of what they are responsible for and the tools and resources to help them learn and grow.

A Detailed Hiring Process

This article outlines the hiring process of a manager, which includes a behavioral screen, technical screen, and on-site interviews. The manager emphasizes the importance of standardizing the process as much as possible, and uses a debriefing to ask questions and clarify why people said Yes or No to a candidate. The manager also does not do consensus hiring, and if a candidate receives all yeses but a No for technical reasons, then they will not be hired.

Defining a Product Strategy Using Foundational Answers

When designing a product roadmap or strategy, it is important to start with the basics and use the First Principle approach. This involves defining the problem that the company is trying to solve and having a well-defined intent. It is also important to keep in mind what you want to do in the future, but not too far ahead. Lessons learned include questioning everything that is being done and understanding the problem that needs to be solved in relation to the company's mission statement.

Techniques for Sourcing and Attracting Great Candidates

This article outlines the techniques used by a hiring manager to source great candidates for positions. These techniques include writing down the mission statement and outlining why it is important, using professional and social media accounts to advertise roles, writing articles for publications, and attending events such as HackerX. Additionally, the article emphasizes the importance of building relationships with potential candidates, even if they are not available to join the company at the time.

Recruiting Strategies for Finding Suitable Engineer Candidates

Recruiting engineers for a company can be challenging, but there are strategies that have proven to be successful. These include using your network, attending meetups, public speaking, integrating technical aspects into your pitch, and upselling other arenas if you are low on cash. All of these strategies involve face-to-face interactions to get people to know you and your organization, and become interested enough to join your team.

How To Rise into a Senior Engineering Leadership Position

This article discusses the changes that come with managing managers, such as delegating more, understanding what makes other leads successful, avoiding micromanaging, and having a long-term vision for your team. It also emphasizes the importance of the 80-20 Pareto law, understanding the difference between what is important and what is urgent, and focusing on the 20 percent of work that will bring the most results.

Principles to Set as a New Manager

As a new manager, it is important to strive for an autonomous team without bottlenecking. To do this, remain operational to fill in gaps, stay empathetic while setting limits, rely on facts, and avoid being the bridge between team members. Investing in understanding and reaching autonomy is difficult, but will pay off in the long run.

Resolving Morale Issues When a Key Member Leaves the Company

When a manager unexpectedly left the company, the team morale was low and many members were considering leaving. The author took immediate action to recover from the situation, such as nominating a tech lead, hiring two engineers, and bringing the team to the HQ office. In the end, only one engineer left and the team morale increased. The author learned that it is important to take action quickly, have a clear roadmap, and ally with company executives for support.

Broaching the Topic of Underperformance

When an employee is underperforming, it is important to take action quickly and effectively. As a manager, you should gather factual information, organize a one-on-one with the employee, and consider solutions such as a performance improvement plan or a change of team. If the problem does not improve, you should consider firing the employee as a last resort. It is important to involve HR only at this stage and to never assume that the problem does not come from you as a manager. Listening to the employee and presenting facts is key to understanding the problem and finding the best solution.

How to Measure Success As a New VP of Engineering

This article discusses the importance of selecting the right performance measurement system for a VP of Engineering with R&D flavor. It compares and contrasts job descriptions for CTOs, VPs of Engineering, and Directors of R&D, and suggests trying OKR as a framework for goal setting. It also highlights the need to manage people, processes, and products, and suggests reading books to find wisdom and inspiration.

Gaining Acceptance as the New Manager in the Office

Being the new manager in an office can be a stressful experience, especially if the team does not accept you. To gain acceptance, the manager should use icebreakers, create cohesion among team members, be present and attentive during standups, join conversations, and ask team members about their work. The manager should also approach the situation with humility, listen, and be honest and genuine. Finally, the manager should remember that there may be reasons outside of their control that affect the team's acceptance.

As a Product Manager Never Lose Sight of Your Product Strategy

As a product manager, it is important to become familiar with the product strategy and to capture and write down every idea in a product backlog. Prioritization should always stay committed to the strategy, even if the product metrics are not favorable. It is also important to explain the link between a specific feature and the overall strategy to team members, and to allocate enough time during the work week to stay committed to the strategy.

Accelerating Product Development Through an On-Site Visit

When developing a feature for enterprise software, the product development team noticed that the functionality was not performing well for customers. After a week of back and forth messaging with the customer, the team decided to fly out to the customer's site to observe the situation firsthand. This allowed them to find the root cause and deploy a solution the following day. The team learned that being on-site with the customer was more valuable than messaging back and forth, as it allowed them to build a relationship and get more information. The downside was the cost of the plane ticket and scheduling, but the payoff was worth it.

How to Attract Engineers When Your Company Scales Massively

Companies face a massive challenge when scaling rapidly and needing to hire an additional 100 engineers in a year. Different approaches can be taken, but focusing on quality is essential. Relying on people's networks, creating a catchy pitch, and making managers accountable for hiring are all strategies that have worked. Additionally, taking advantage of other companies' slow hiring process and allowing engineers to move around the company can help to find the right people for the right positions.

The Startup Dilemma: Who Should Be Your First Hires

Early-stage startups face many dilemmas, including who to hire first. It is important to anticipate the company's growth in the next 12 months and plan accordingly. It is recommended to prioritize leadership over management, and to focus on collaboration and teamwork rather than hiring an Engineering Manager (EM) unless there are at least 30 engineers. Senior engineers can be responsible for code reviews and approvals, and the company can dedicate an hour monthly to testing with all business teams. During interviews, focus on chemistry and collaboration.

Being Uncertain About a New Hire

As a first-time manager of an early-stage startup, it is important to make the right decision when hiring a new employee. To do this, it is necessary to determine what has changed and why, and to communicate expectations. It is also important to have a plan B in case the new hire does not work out, and to be aware that personal issues can affect performance. Managers must be wise and find the balance between being empathetic and professional, and be aware that different companies can tolerate different levels of uncertainty.

Growing Pains of Communicating a Product Vision to Your Team

This article provides advice on how to effectively communicate a product vision to a team as a Head of Product. It suggests identifying the communication problem, understanding what drives a product, hiring a technical product manager, explaining features by demonstrating the business value, and understanding the different roles in managing a product.

What is the Ideal Junior to Senior Developer Ratio? And How to Get There?

When building a development team, it is important to consider the ratio of junior, mid-level, and senior developers. A pyramidal structure with three juniors per mid-level and four mid-levels per senior is ideal, but the exact proportion should be adjusted to the company's needs. Mid-level developers are an essential part of a well-balanced team, and juniors should be encouraged to help each other and exchange ideas. Metrics and tracking working hours can help allocate resources more effectively.

Knowing When to Hire in a Startup

In startups, it is important to have a framework in place to know when to hire and for what position. Waiting two months after feeling an extreme pain point in the organization is advised, as the workload may taper off after a push. Additionally, the dynamic of the team changes with every new addition, so the person needs time to adjust and fuse into the role. Common mistakes include hiring for the wrong role, as needs are constantly changing.

Handling the Difficulties of Wearing Many Hats

In small companies and growing startups, it is common for a few people to wear multiple hats due to financial restraints. This can lead to burnout and confusion about roles, as well as a power struggle. To avoid these issues, it is important to be aware of the power dynamics and be clear about which hat is being worn when communicating with others. Additionally, it is important to take time to relax and recharge in order to avoid burnout.

Structuring an Engineering Manager Training Program

In order to balance the technical and leadership sides of their management team, the author created an engineering training program from scratch. This included a self-study page on a Wiki, a leadership reading club, access to Plato, and a coaching program. Through this program, the author was able to provide engineering managers with the knowledge of what they are responsible for and the tools and resources to help them learn and grow.

A Detailed Hiring Process

This article outlines the hiring process of a manager, which includes a behavioral screen, technical screen, and on-site interviews. The manager emphasizes the importance of standardizing the process as much as possible, and uses a debriefing to ask questions and clarify why people said Yes or No to a candidate. The manager also does not do consensus hiring, and if a candidate receives all yeses but a No for technical reasons, then they will not be hired.

Defining a Product Strategy Using Foundational Answers

When designing a product roadmap or strategy, it is important to start with the basics and use the First Principle approach. This involves defining the problem that the company is trying to solve and having a well-defined intent. It is also important to keep in mind what you want to do in the future, but not too far ahead. Lessons learned include questioning everything that is being done and understanding the problem that needs to be solved in relation to the company's mission statement.

Techniques for Sourcing and Attracting Great Candidates

This article outlines the techniques used by a hiring manager to source great candidates for positions. These techniques include writing down the mission statement and outlining why it is important, using professional and social media accounts to advertise roles, writing articles for publications, and attending events such as HackerX. Additionally, the article emphasizes the importance of building relationships with potential candidates, even if they are not available to join the company at the time.

Recruiting Strategies for Finding Suitable Engineer Candidates

Recruiting engineers for a company can be challenging, but there are strategies that have proven to be successful. These include using your network, attending meetups, public speaking, integrating technical aspects into your pitch, and upselling other arenas if you are low on cash. All of these strategies involve face-to-face interactions to get people to know you and your organization, and become interested enough to join your team.

How To Rise into a Senior Engineering Leadership Position

This article discusses the changes that come with managing managers, such as delegating more, understanding what makes other leads successful, avoiding micromanaging, and having a long-term vision for your team. It also emphasizes the importance of the 80-20 Pareto law, understanding the difference between what is important and what is urgent, and focusing on the 20 percent of work that will bring the most results.

Principles to Set as a New Manager

As a new manager, it is important to strive for an autonomous team without bottlenecking. To do this, remain operational to fill in gaps, stay empathetic while setting limits, rely on facts, and avoid being the bridge between team members. Investing in understanding and reaching autonomy is difficult, but will pay off in the long run.

Resolving Morale Issues When a Key Member Leaves the Company

When a manager unexpectedly left the company, the team morale was low and many members were considering leaving. The author took immediate action to recover from the situation, such as nominating a tech lead, hiring two engineers, and bringing the team to the HQ office. In the end, only one engineer left and the team morale increased. The author learned that it is important to take action quickly, have a clear roadmap, and ally with company executives for support.

Broaching the Topic of Underperformance

When an employee is underperforming, it is important to take action quickly and effectively. As a manager, you should gather factual information, organize a one-on-one with the employee, and consider solutions such as a performance improvement plan or a change of team. If the problem does not improve, you should consider firing the employee as a last resort. It is important to involve HR only at this stage and to never assume that the problem does not come from you as a manager. Listening to the employee and presenting facts is key to understanding the problem and finding the best solution.

How to Measure Success As a New VP of Engineering

This article discusses the importance of selecting the right performance measurement system for a VP of Engineering with R&D flavor. It compares and contrasts job descriptions for CTOs, VPs of Engineering, and Directors of R&D, and suggests trying OKR as a framework for goal setting. It also highlights the need to manage people, processes, and products, and suggests reading books to find wisdom and inspiration.

Gaining Acceptance as the New Manager in the Office

Being the new manager in an office can be a stressful experience, especially if the team does not accept you. To gain acceptance, the manager should use icebreakers, create cohesion among team members, be present and attentive during standups, join conversations, and ask team members about their work. The manager should also approach the situation with humility, listen, and be honest and genuine. Finally, the manager should remember that there may be reasons outside of their control that affect the team's acceptance.

As a Product Manager Never Lose Sight of Your Product Strategy

As a product manager, it is important to become familiar with the product strategy and to capture and write down every idea in a product backlog. Prioritization should always stay committed to the strategy, even if the product metrics are not favorable. It is also important to explain the link between a specific feature and the overall strategy to team members, and to allocate enough time during the work week to stay committed to the strategy.

Accelerating Product Development Through an On-Site Visit

When developing a feature for enterprise software, the product development team noticed that the functionality was not performing well for customers. After a week of back and forth messaging with the customer, the team decided to fly out to the customer's site to observe the situation firsthand. This allowed them to find the root cause and deploy a solution the following day. The team learned that being on-site with the customer was more valuable than messaging back and forth, as it allowed them to build a relationship and get more information. The downside was the cost of the plane ticket and scheduling, but the payoff was worth it.

How to Attract Engineers When Your Company Scales Massively

Companies face a massive challenge when scaling rapidly and needing to hire an additional 100 engineers in a year. Different approaches can be taken, but focusing on quality is essential. Relying on people's networks, creating a catchy pitch, and making managers accountable for hiring are all strategies that have worked. Additionally, taking advantage of other companies' slow hiring process and allowing engineers to move around the company can help to find the right people for the right positions.

The Startup Dilemma: Who Should Be Your First Hires

Early-stage startups face many dilemmas, including who to hire first. It is important to anticipate the company's growth in the next 12 months and plan accordingly. It is recommended to prioritize leadership over management, and to focus on collaboration and teamwork rather than hiring an Engineering Manager (EM) unless there are at least 30 engineers. Senior engineers can be responsible for code reviews and approvals, and the company can dedicate an hour monthly to testing with all business teams. During interviews, focus on chemistry and collaboration.

Being Uncertain About a New Hire

As a first-time manager of an early-stage startup, it is important to make the right decision when hiring a new employee. To do this, it is necessary to determine what has changed and why, and to communicate expectations. It is also important to have a plan B in case the new hire does not work out, and to be aware that personal issues can affect performance. Managers must be wise and find the balance between being empathetic and professional, and be aware that different companies can tolerate different levels of uncertainty.

Growing Pains of Communicating a Product Vision to Your Team

This article provides advice on how to effectively communicate a product vision to a team as a Head of Product. It suggests identifying the communication problem, understanding what drives a product, hiring a technical product manager, explaining features by demonstrating the business value, and understanding the different roles in managing a product.

What is the Ideal Junior to Senior Developer Ratio? And How to Get There?

When building a development team, it is important to consider the ratio of junior, mid-level, and senior developers. A pyramidal structure with three juniors per mid-level and four mid-levels per senior is ideal, but the exact proportion should be adjusted to the company's needs. Mid-level developers are an essential part of a well-balanced team, and juniors should be encouraged to help each other and exchange ideas. Metrics and tracking working hours can help allocate resources more effectively.

Knowing When to Hire in a Startup

In startups, it is important to have a framework in place to know when to hire and for what position. Waiting two months after feeling an extreme pain point in the organization is advised, as the workload may taper off after a push. Additionally, the dynamic of the team changes with every new addition, so the person needs time to adjust and fuse into the role. Common mistakes include hiring for the wrong role, as needs are constantly changing.

Handling the Difficulties of Wearing Many Hats

In small companies and growing startups, it is common for a few people to wear multiple hats due to financial restraints. This can lead to burnout and confusion about roles, as well as a power struggle. To avoid these issues, it is important to be aware of the power dynamics and be clear about which hat is being worn when communicating with others. Additionally, it is important to take time to relax and recharge in order to avoid burnout.

Structuring an Engineering Manager Training Program

In order to balance the technical and leadership sides of their management team, the author created an engineering training program from scratch. This included a self-study page on a Wiki, a leadership reading club, access to Plato, and a coaching program. Through this program, the author was able to provide engineering managers with the knowledge of what they are responsible for and the tools and resources to help them learn and grow.

A Detailed Hiring Process

This article outlines the hiring process of a manager, which includes a behavioral screen, technical screen, and on-site interviews. The manager emphasizes the importance of standardizing the process as much as possible, and uses a debriefing to ask questions and clarify why people said Yes or No to a candidate. The manager also does not do consensus hiring, and if a candidate receives all yeses but a No for technical reasons, then they will not be hired.

Defining a Product Strategy Using Foundational Answers

When designing a product roadmap or strategy, it is important to start with the basics and use the First Principle approach. This involves defining the problem that the company is trying to solve and having a well-defined intent. It is also important to keep in mind what you want to do in the future, but not too far ahead. Lessons learned include questioning everything that is being done and understanding the problem that needs to be solved in relation to the company's mission statement.

Techniques for Sourcing and Attracting Great Candidates

This article outlines the techniques used by a hiring manager to source great candidates for positions. These techniques include writing down the mission statement and outlining why it is important, using professional and social media accounts to advertise roles, writing articles for publications, and attending events such as HackerX. Additionally, the article emphasizes the importance of building relationships with potential candidates, even if they are not available to join the company at the time.

Recruiting Strategies for Finding Suitable Engineer Candidates

Recruiting engineers for a company can be challenging, but there are strategies that have proven to be successful. These include using your network, attending meetups, public speaking, integrating technical aspects into your pitch, and upselling other arenas if you are low on cash. All of these strategies involve face-to-face interactions to get people to know you and your organization, and become interested enough to join your team.

How To Rise into a Senior Engineering Leadership Position

This article discusses the changes that come with managing managers, such as delegating more, understanding what makes other leads successful, avoiding micromanaging, and having a long-term vision for your team. It also emphasizes the importance of the 80-20 Pareto law, understanding the difference between what is important and what is urgent, and focusing on the 20 percent of work that will bring the most results.

Principles to Set as a New Manager

As a new manager, it is important to strive for an autonomous team without bottlenecking. To do this, remain operational to fill in gaps, stay empathetic while setting limits, rely on facts, and avoid being the bridge between team members. Investing in understanding and reaching autonomy is difficult, but will pay off in the long run.

Resolving Morale Issues When a Key Member Leaves the Company

When a manager unexpectedly left the company, the team morale was low and many members were considering leaving. The author took immediate action to recover from the situation, such as nominating a tech lead, hiring two engineers, and bringing the team to the HQ office. In the end, only one engineer left and the team morale increased. The author learned that it is important to take action quickly, have a clear roadmap, and ally with company executives for support.

Broaching the Topic of Underperformance

When an employee is underperforming, it is important to take action quickly and effectively. As a manager, you should gather factual information, organize a one-on-one with the employee, and consider solutions such as a performance improvement plan or a change of team. If the problem does not improve, you should consider firing the employee as a last resort. It is important to involve HR only at this stage and to never assume that the problem does not come from you as a manager. Listening to the employee and presenting facts is key to understanding the problem and finding the best solution.

How to Measure Success As a New VP of Engineering

This article discusses the importance of selecting the right performance measurement system for a VP of Engineering with R&D flavor. It compares and contrasts job descriptions for CTOs, VPs of Engineering, and Directors of R&D, and suggests trying OKR as a framework for goal setting. It also highlights the need to manage people, processes, and products, and suggests reading books to find wisdom and inspiration.

Gaining Acceptance as the New Manager in the Office

Being the new manager in an office can be a stressful experience, especially if the team does not accept you. To gain acceptance, the manager should use icebreakers, create cohesion among team members, be present and attentive during standups, join conversations, and ask team members about their work. The manager should also approach the situation with humility, listen, and be honest and genuine. Finally, the manager should remember that there may be reasons outside of their control that affect the team's acceptance.

As a Product Manager Never Lose Sight of Your Product Strategy

As a product manager, it is important to become familiar with the product strategy and to capture and write down every idea in a product backlog. Prioritization should always stay committed to the strategy, even if the product metrics are not favorable. It is also important to explain the link between a specific feature and the overall strategy to team members, and to allocate enough time during the work week to stay committed to the strategy.

Accelerating Product Development Through an On-Site Visit

When developing a feature for enterprise software, the product development team noticed that the functionality was not performing well for customers. After a week of back and forth messaging with the customer, the team decided to fly out to the customer's site to observe the situation firsthand. This allowed them to find the root cause and deploy a solution the following day. The team learned that being on-site with the customer was more valuable than messaging back and forth, as it allowed them to build a relationship and get more information. The downside was the cost of the plane ticket and scheduling, but the payoff was worth it.

How to Attract Engineers When Your Company Scales Massively

Companies face a massive challenge when scaling rapidly and needing to hire an additional 100 engineers in a year. Different approaches can be taken, but focusing on quality is essential. Relying on people's networks, creating a catchy pitch, and making managers accountable for hiring are all strategies that have worked. Additionally, taking advantage of other companies' slow hiring process and allowing engineers to move around the company can help to find the right people for the right positions.

The Startup Dilemma: Who Should Be Your First Hires

Early-stage startups face many dilemmas, including who to hire first. It is important to anticipate the company's growth in the next 12 months and plan accordingly. It is recommended to prioritize leadership over management, and to focus on collaboration and teamwork rather than hiring an Engineering Manager (EM) unless there are at least 30 engineers. Senior engineers can be responsible for code reviews and approvals, and the company can dedicate an hour monthly to testing with all business teams. During interviews, focus on chemistry and collaboration.

Being Uncertain About a New Hire

As a first-time manager of an early-stage startup, it is important to make the right decision when hiring a new employee. To do this, it is necessary to determine what has changed and why, and to communicate expectations. It is also important to have a plan B in case the new hire does not work out, and to be aware that personal issues can affect performance. Managers must be wise and find the balance between being empathetic and professional, and be aware that different companies can tolerate different levels of uncertainty.

Growing Pains of Communicating a Product Vision to Your Team

This article provides advice on how to effectively communicate a product vision to a team as a Head of Product. It suggests identifying the communication problem, understanding what drives a product, hiring a technical product manager, explaining features by demonstrating the business value, and understanding the different roles in managing a product.

What is the Ideal Junior to Senior Developer Ratio? And How to Get There?

When building a development team, it is important to consider the ratio of junior, mid-level, and senior developers. A pyramidal structure with three juniors per mid-level and four mid-levels per senior is ideal, but the exact proportion should be adjusted to the company's needs. Mid-level developers are an essential part of a well-balanced team, and juniors should be encouraged to help each other and exchange ideas. Metrics and tracking working hours can help allocate resources more effectively.

Knowing When to Hire in a Startup

In startups, it is important to have a framework in place to know when to hire and for what position. Waiting two months after feeling an extreme pain point in the organization is advised, as the workload may taper off after a push. Additionally, the dynamic of the team changes with every new addition, so the person needs time to adjust and fuse into the role. Common mistakes include hiring for the wrong role, as needs are constantly changing.

Handling the Difficulties of Wearing Many Hats

In small companies and growing startups, it is common for a few people to wear multiple hats due to financial restraints. This can lead to burnout and confusion about roles, as well as a power struggle. To avoid these issues, it is important to be aware of the power dynamics and be clear about which hat is being worn when communicating with others. Additionally, it is important to take time to relax and recharge in order to avoid burnout.

Structuring an Engineering Manager Training Program

In order to balance the technical and leadership sides of their management team, the author created an engineering training program from scratch. This included a self-study page on a Wiki, a leadership reading club, access to Plato, and a coaching program. Through this program, the author was able to provide engineering managers with the knowledge of what they are responsible for and the tools and resources to help them learn and grow.

A Detailed Hiring Process

This article outlines the hiring process of a manager, which includes a behavioral screen, technical screen, and on-site interviews. The manager emphasizes the importance of standardizing the process as much as possible, and uses a debriefing to ask questions and clarify why people said Yes or No to a candidate. The manager also does not do consensus hiring, and if a candidate receives all yeses but a No for technical reasons, then they will not be hired.

Defining a Product Strategy Using Foundational Answers

When designing a product roadmap or strategy, it is important to start with the basics and use the First Principle approach. This involves defining the problem that the company is trying to solve and having a well-defined intent. It is also important to keep in mind what you want to do in the future, but not too far ahead. Lessons learned include questioning everything that is being done and understanding the problem that needs to be solved in relation to the company's mission statement.

Techniques for Sourcing and Attracting Great Candidates

This article outlines the techniques used by a hiring manager to source great candidates for positions. These techniques include writing down the mission statement and outlining why it is important, using professional and social media accounts to advertise roles, writing articles for publications, and attending events such as HackerX. Additionally, the article emphasizes the importance of building relationships with potential candidates, even if they are not available to join the company at the time.

Recruiting Strategies for Finding Suitable Engineer Candidates

Recruiting engineers for a company can be challenging, but there are strategies that have proven to be successful. These include using your network, attending meetups, public speaking, integrating technical aspects into your pitch, and upselling other arenas if you are low on cash. All of these strategies involve face-to-face interactions to get people to know you and your organization, and become interested enough to join your team.

How To Rise into a Senior Engineering Leadership Position

This article discusses the changes that come with managing managers, such as delegating more, understanding what makes other leads successful, avoiding micromanaging, and having a long-term vision for your team. It also emphasizes the importance of the 80-20 Pareto law, understanding the difference between what is important and what is urgent, and focusing on the 20 percent of work that will bring the most results.

Principles to Set as a New Manager

As a new manager, it is important to strive for an autonomous team without bottlenecking. To do this, remain operational to fill in gaps, stay empathetic while setting limits, rely on facts, and avoid being the bridge between team members. Investing in understanding and reaching autonomy is difficult, but will pay off in the long run.

Resolving Morale Issues When a Key Member Leaves the Company

When a manager unexpectedly left the company, the team morale was low and many members were considering leaving. The author took immediate action to recover from the situation, such as nominating a tech lead, hiring two engineers, and bringing the team to the HQ office. In the end, only one engineer left and the team morale increased. The author learned that it is important to take action quickly, have a clear roadmap, and ally with company executives for support.

Broaching the Topic of Underperformance

When an employee is underperforming, it is important to take action quickly and effectively. As a manager, you should gather factual information, organize a one-on-one with the employee, and consider solutions such as a performance improvement plan or a change of team. If the problem does not improve, you should consider firing the employee as a last resort. It is important to involve HR only at this stage and to never assume that the problem does not come from you as a manager. Listening to the employee and presenting facts is key to understanding the problem and finding the best solution.

How to Measure Success As a New VP of Engineering

This article discusses the importance of selecting the right performance measurement system for a VP of Engineering with R&D flavor. It compares and contrasts job descriptions for CTOs, VPs of Engineering, and Directors of R&D, and suggests trying OKR as a framework for goal setting. It also highlights the need to manage people, processes, and products, and suggests reading books to find wisdom and inspiration.

Gaining Acceptance as the New Manager in the Office

Being the new manager in an office can be a stressful experience, especially if the team does not accept you. To gain acceptance, the manager should use icebreakers, create cohesion among team members, be present and attentive during standups, join conversations, and ask team members about their work. The manager should also approach the situation with humility, listen, and be honest and genuine. Finally, the manager should remember that there may be reasons outside of their control that affect the team's acceptance.

As a Product Manager Never Lose Sight of Your Product Strategy

As a product manager, it is important to become familiar with the product strategy and to capture and write down every idea in a product backlog. Prioritization should always stay committed to the strategy, even if the product metrics are not favorable. It is also important to explain the link between a specific feature and the overall strategy to team members, and to allocate enough time during the work week to stay committed to the strategy.

Accelerating Product Development Through an On-Site Visit

When developing a feature for enterprise software, the product development team noticed that the functionality was not performing well for customers. After a week of back and forth messaging with the customer, the team decided to fly out to the customer's site to observe the situation firsthand. This allowed them to find the root cause and deploy a solution the following day. The team learned that being on-site with the customer was more valuable than messaging back and forth, as it allowed them to build a relationship and get more information. The downside was the cost of the plane ticket and scheduling, but the payoff was worth it.

How to Attract Engineers When Your Company Scales Massively

Companies face a massive challenge when scaling rapidly and needing to hire an additional 100 engineers in a year. Different approaches can be taken, but focusing on quality is essential. Relying on people's networks, creating a catchy pitch, and making managers accountable for hiring are all strategies that have worked. Additionally, taking advantage of other companies' slow hiring process and allowing engineers to move around the company can help to find the right people for the right positions.

The Startup Dilemma: Who Should Be Your First Hires

Early-stage startups face many dilemmas, including who to hire first. It is important to anticipate the company's growth in the next 12 months and plan accordingly. It is recommended to prioritize leadership over management, and to focus on collaboration and teamwork rather than hiring an Engineering Manager (EM) unless there are at least 30 engineers. Senior engineers can be responsible for code reviews and approvals, and the company can dedicate an hour monthly to testing with all business teams. During interviews, focus on chemistry and collaboration.

Being Uncertain About a New Hire

As a first-time manager of an early-stage startup, it is important to make the right decision when hiring a new employee. To do this, it is necessary to determine what has changed and why, and to communicate expectations. It is also important to have a plan B in case the new hire does not work out, and to be aware that personal issues can affect performance. Managers must be wise and find the balance between being empathetic and professional, and be aware that different companies can tolerate different levels of uncertainty.

Growing Pains of Communicating a Product Vision to Your Team

This article provides advice on how to effectively communicate a product vision to a team as a Head of Product. It suggests identifying the communication problem, understanding what drives a product, hiring a technical product manager, explaining features by demonstrating the business value, and understanding the different roles in managing a product.

What is the Ideal Junior to Senior Developer Ratio? And How to Get There?

When building a development team, it is important to consider the ratio of junior, mid-level, and senior developers. A pyramidal structure with three juniors per mid-level and four mid-levels per senior is ideal, but the exact proportion should be adjusted to the company's needs. Mid-level developers are an essential part of a well-balanced team, and juniors should be encouraged to help each other and exchange ideas. Metrics and tracking working hours can help allocate resources more effectively.

Knowing When to Hire in a Startup

In startups, it is important to have a framework in place to know when to hire and for what position. Waiting two months after feeling an extreme pain point in the organization is advised, as the workload may taper off after a push. Additionally, the dynamic of the team changes with every new addition, so the person needs time to adjust and fuse into the role. Common mistakes include hiring for the wrong role, as needs are constantly changing.

Handling the Difficulties of Wearing Many Hats

In small companies and growing startups, it is common for a few people to wear multiple hats due to financial restraints. This can lead to burnout and confusion about roles, as well as a power struggle. To avoid these issues, it is important to be aware of the power dynamics and be clear about which hat is being worn when communicating with others. Additionally, it is important to take time to relax and recharge in order to avoid burnout.

Structuring an Engineering Manager Training Program

In order to balance the technical and leadership sides of their management team, the author created an engineering training program from scratch. This included a self-study page on a Wiki, a leadership reading club, access to Plato, and a coaching program. Through this program, the author was able to provide engineering managers with the knowledge of what they are responsible for and the tools and resources to help them learn and grow.

A Detailed Hiring Process

This article outlines the hiring process of a manager, which includes a behavioral screen, technical screen, and on-site interviews. The manager emphasizes the importance of standardizing the process as much as possible, and uses a debriefing to ask questions and clarify why people said Yes or No to a candidate. The manager also does not do consensus hiring, and if a candidate receives all yeses but a No for technical reasons, then they will not be hired.

Defining a Product Strategy Using Foundational Answers

When designing a product roadmap or strategy, it is important to start with the basics and use the First Principle approach. This involves defining the problem that the company is trying to solve and having a well-defined intent. It is also important to keep in mind what you want to do in the future, but not too far ahead. Lessons learned include questioning everything that is being done and understanding the problem that needs to be solved in relation to the company's mission statement.

Techniques for Sourcing and Attracting Great Candidates

This article outlines the techniques used by a hiring manager to source great candidates for positions. These techniques include writing down the mission statement and outlining why it is important, using professional and social media accounts to advertise roles, writing articles for publications, and attending events such as HackerX. Additionally, the article emphasizes the importance of building relationships with potential candidates, even if they are not available to join the company at the time.

Recruiting Strategies for Finding Suitable Engineer Candidates

Recruiting engineers for a company can be challenging, but there are strategies that have proven to be successful. These include using your network, attending meetups, public speaking, integrating technical aspects into your pitch, and upselling other arenas if you are low on cash. All of these strategies involve face-to-face interactions to get people to know you and your organization, and become interested enough to join your team.

How To Rise into a Senior Engineering Leadership Position

This article discusses the changes that come with managing managers, such as delegating more, understanding what makes other leads successful, avoiding micromanaging, and having a long-term vision for your team. It also emphasizes the importance of the 80-20 Pareto law, understanding the difference between what is important and what is urgent, and focusing on the 20 percent of work that will bring the most results.

Principles to Set as a New Manager

As a new manager, it is important to strive for an autonomous team without bottlenecking. To do this, remain operational to fill in gaps, stay empathetic while setting limits, rely on facts, and avoid being the bridge between team members. Investing in understanding and reaching autonomy is difficult, but will pay off in the long run.

Resolving Morale Issues When a Key Member Leaves the Company

When a manager unexpectedly left the company, the team morale was low and many members were considering leaving. The author took immediate action to recover from the situation, such as nominating a tech lead, hiring two engineers, and bringing the team to the HQ office. In the end, only one engineer left and the team morale increased. The author learned that it is important to take action quickly, have a clear roadmap, and ally with company executives for support.

Broaching the Topic of Underperformance

When an employee is underperforming, it is important to take action quickly and effectively. As a manager, you should gather factual information, organize a one-on-one with the employee, and consider solutions such as a performance improvement plan or a change of team. If the problem does not improve, you should consider firing the employee as a last resort. It is important to involve HR only at this stage and to never assume that the problem does not come from you as a manager. Listening to the employee and presenting facts is key to understanding the problem and finding the best solution.

How to Measure Success As a New VP of Engineering

This article discusses the importance of selecting the right performance measurement system for a VP of Engineering with R&D flavor. It compares and contrasts job descriptions for CTOs, VPs of Engineering, and Directors of R&D, and suggests trying OKR as a framework for goal setting. It also highlights the need to manage people, processes, and products, and suggests reading books to find wisdom and inspiration.

Gaining Acceptance as the New Manager in the Office

Being the new manager in an office can be a stressful experience, especially if the team does not accept you. To gain acceptance, the manager should use icebreakers, create cohesion among team members, be present and attentive during standups, join conversations, and ask team members about their work. The manager should also approach the situation with humility, listen, and be honest and genuine. Finally, the manager should remember that there may be reasons outside of their control that affect the team's acceptance.

As a Product Manager Never Lose Sight of Your Product Strategy

As a product manager, it is important to become familiar with the product strategy and to capture and write down every idea in a product backlog. Prioritization should always stay committed to the strategy, even if the product metrics are not favorable. It is also important to explain the link between a specific feature and the overall strategy to team members, and to allocate enough time during the work week to stay committed to the strategy.

Accelerating Product Development Through an On-Site Visit

When developing a feature for enterprise software, the product development team noticed that the functionality was not performing well for customers. After a week of back and forth messaging with the customer, the team decided to fly out to the customer's site to observe the situation firsthand. This allowed them to find the root cause and deploy a solution the following day. The team learned that being on-site with the customer was more valuable than messaging back and forth, as it allowed them to build a relationship and get more information. The downside was the cost of the plane ticket and scheduling, but the payoff was worth it.