Knowledge shared by our community

How to Improve Diversity in the Workplace

In response to noticing a lack of diversity in the company, a diversity team was created to discuss the issue and come up with solutions. Quick wins and long term projects were identified and implemented, such as proofreading job descriptions to make sure they weren't gender oriented. The CEO also presented the situation and solutions to the company. The team learned that the discussion was well received and that most people simply did not realize the impact of their words and behaviors. Significant improvement has been seen since then, but it is an ongoing process.

The Transformative Guide to Being a Successful Engineering Manager

This article discusses the various areas an engineering manager should focus on in order to best accomplish their responsibilities. These areas include automation, integration, team capabilities, non-functional task requirements, cross-teams, and manager relationships. It is important for the engineering manager to understand their role and to look ahead, taking a variety of outcomes into consideration. Automation, integration, and team capabilities should be prioritized, as well as cross-team communication and establishing a clear line of communication with the manager. Above all, it is important to cut yourself some slack and enjoy the process.

The Most Efficient Way to Resolve Complex Topics Within an Organization

In order to make decisions more efficiently, a company invited high-level stakeholders to stay for half a day and discuss the trade-offs of controversial topics. This strategy was successful in resolving issues in a shorter time frame, however it was found that too much was planned for the day and that proper research was needed beforehand.

Unlearning Is the New Learning

A person attempted to learn the Double Under technique with a jump rope for a year without success. After attending a clinic to help them unlearn their incorrect technique, they were able to master the skill. This experience taught them the importance of unlearning a skill in order to learn it correctly.

Breaking the Communication Gap Before It Breaks the Company

In order to bridge the gap between the business and tech/product teams, a new role was created to communicate decisions and feedback between the two sides. Additionally, the product team implemented initiatives such as a physical roadmap and internal user tests to increase transparency and gather feedback. The lessons learned from this experience were that weekly reports back to the business teams are beneficial for communication, and that people will voice their opinions when given the proper channels.

The Role of a VP of Engineering

The VP of Engineering is responsible for ensuring their team has the resources and motivation to produce high-quality deliverables. They must stay up to date with technical skills, foster collaboration between departments, and invest in people to ensure success. Listening to and fostering ideas is the best way to motivate the team.

(Almost) Always Have Your Reports’ Backs

This is a story about a manager who learned that a team member had pushed code to production without any communication or testing. The manager felt this was a failure of their management method and tried to stand up for the team member, but this led to a misunderstanding with their superiors. To resolve the issue, the manager rethought the processes, communicated transparently, and developed new processes. The manager learned that while it is important to protect team members, there must be a balance between protecting and infantilizing them.

Avoid Burnout by Understanding Motivation and Time Management

Job burnout is a common problem that can be caused by a variety of factors. To prevent burnout, it is important to understand each individual's motivation and what gets them excited. Different strategies can be used to prevent burnout, such as giving challenging work to those who are motivated by it, and providing context to those who need it. Time management is also important, as it is easy to become overwhelmed by the amount of work that needs to be done. Finally, it is important to surround yourself with people who you want to be like and to be aware of how you are spending your time.

How to Efficiently Scale Your Team For Success and Growth

This article discusses the importance of team scaling for successful growing businesses. It outlines the steps taken to structure the organization for growth, such as the team lead model, engineering management, and career tracks. It also emphasizes the importance of open dialogue, trust building, and not overloading managers. The article is based on the author's experience of taking a team from its startup period to 50+ people.

Let the Data Guide Your Company’s Inside Sales Performance

RealtyShares implemented a new lead management approach to improve response time to customer leads. This included a "Shark Tank" system where leads were presented to the entire sales team at once, and machine learning to determine the relative value of leads in real time. This improved ROI of external lead sources and allowed RealtyShares to incorporate data into every facet of business operations.

Knowing What to Expect When Transitioning from IC to Management

Transitioning from an individual contributor to a manager in the tech industry can be daunting, as it involves taking on new responsibilities such as personnel management, budgeting, and process & tools. It is important to understand that the technical work is no longer the primary responsibility, and that the contribution is measured by how well the team is supported and how much work they get done. Ultimately, success is measured by how much better the team is than before.

Knowing Why You Want to Grow in Your Career

This article discusses the importance of career pathing and how to determine the next step to take on your career path. It emphasizes the importance of knowing what you want from career pathing, understanding that people are different and have different needs, and giving yourself permission to do what you want to do. It also encourages self-awareness and understanding of your emotional needs, and knowing that a position doesn't have to be forever, just right for the moment.

Improving Collaboration Within Remote Teams

Blablatech opened a second engineering hub in Warsaw in 2015 due to their quickly growing engineering team in Paris. Challenges such as meetings, team organization, and cultural differences were faced, but modern technology and the Spotify model of Tribes and Squads helped to overcome them. The company invested in strong bonds between Paris and Warsaw employees, and found that effective communication makes no difference in terms of where new engineering positions are based.

Foster Less Stress and More Strength in the Face of Risk Mitigation

This article outlines a process for incident management in startup companies. It involves designating a Maintenance, Repair and Operations (MRO) person and an Incident Commander to manage incidents and reduce risk. The MRO person is responsible for treating alerts and incidents and the Incident Commander is responsible for managing the team during an emergency incident. It is important to note that automated alerts should be the highest priority and the Incident Commander should not be performing any actions or remediations. Proactively putting in place a form of incident management can reduce stress and help mitigate issues faster.

Smooth Engineer Onboarding for All

Doximity has implemented a smooth onboarding process to ensure new employees have a successful transition. This includes creating a company email account, assigning an "on-boarder" to show the new hire around and provide introductions, and providing onboarding documentation. New engineers are assigned general stories to start with, and are assigned a mentor to answer any questions. Code reviews are done to ensure work is moving forward in the right direction, and feedback from new employees is collected to improve the process.

What Does a Lead Engineer Look Like?

This article outlines the key traits that an engineering manager should look for when qualifying someone as a lead engineer. These include technical skills, project management, accuracy of estimates, continuous improvement, and the ability to lead and mentor other engineers. It is important to note that there are other competencies to consider, but these are the core competencies that should be demonstrated consistently.

How to Create an Unbiased Hiring Rubric for your Product Team

When the author joined Box and needed to hire product managers, they found that the existing hiring process was outdated and relied on institutional knowledge. To address this, they took a four-step approach to familiarize themselves with the historical context, understand the current state, define an ideal outcome, and start working incrementally towards it. Through interviews with engineering managers, product managers, and product leaders, they developed a six-dimensional rubric of mutually exclusive traits and mapped them to interview questions. This enabled them to make more objective decisions about candidates and structure the interview process.

How to Help an Employee With Their Personal Goals

When setting objectives for a team member, it is important to consider how their personal goals align with the company's goals. If there is a conflict, it is important to have an open conversation to explore alternatives and find a solution that works for both the team member and the company. This could involve tweaking the personal goal to something that is of more value to the organization, or helping the team member transition to a different role that better aligns with their goals. Ultimately, this helps build trust and create a successful and healthy company.

A Guide to Hiring Excellent Product Managers

Product Manager roles can be difficult to evaluate, as they require a wide range of skills and knowledge. To assess a potential PM, it is important to look for core skills such as communication, structured thinking, design thinking, and vision setting. It is also important to assess for cultural fit. By giving each interviewer an assignment or job, it is possible to cover more ground and evaluate the candidate's skills. It is more important to hire for the skills that make a good Product Manager rather than hire mediocre PMs with excellent domain knowledge.

How to Execute a Focused and Thought Driven Plan for Career Success Among Young Engineers

This article discusses a method for improving one-on-one meetings between managers and engineers. It involves setting expectations for the meetings, giving the engineers "talking points" to focus on, and assessing the established guidelines. This method has been successfully implemented in Microsoft and Netflix, and has been positively received by both junior and senior engineers. It encourages engineers to reflect on their career and consider more challenging options for growth.

How to Improve Diversity in the Workplace

In response to noticing a lack of diversity in the company, a diversity team was created to discuss the issue and come up with solutions. Quick wins and long term projects were identified and implemented, such as proofreading job descriptions to make sure they weren't gender oriented. The CEO also presented the situation and solutions to the company. The team learned that the discussion was well received and that most people simply did not realize the impact of their words and behaviors. Significant improvement has been seen since then, but it is an ongoing process.

The Transformative Guide to Being a Successful Engineering Manager

This article discusses the various areas an engineering manager should focus on in order to best accomplish their responsibilities. These areas include automation, integration, team capabilities, non-functional task requirements, cross-teams, and manager relationships. It is important for the engineering manager to understand their role and to look ahead, taking a variety of outcomes into consideration. Automation, integration, and team capabilities should be prioritized, as well as cross-team communication and establishing a clear line of communication with the manager. Above all, it is important to cut yourself some slack and enjoy the process.

The Most Efficient Way to Resolve Complex Topics Within an Organization

In order to make decisions more efficiently, a company invited high-level stakeholders to stay for half a day and discuss the trade-offs of controversial topics. This strategy was successful in resolving issues in a shorter time frame, however it was found that too much was planned for the day and that proper research was needed beforehand.

Unlearning Is the New Learning

A person attempted to learn the Double Under technique with a jump rope for a year without success. After attending a clinic to help them unlearn their incorrect technique, they were able to master the skill. This experience taught them the importance of unlearning a skill in order to learn it correctly.

Breaking the Communication Gap Before It Breaks the Company

In order to bridge the gap between the business and tech/product teams, a new role was created to communicate decisions and feedback between the two sides. Additionally, the product team implemented initiatives such as a physical roadmap and internal user tests to increase transparency and gather feedback. The lessons learned from this experience were that weekly reports back to the business teams are beneficial for communication, and that people will voice their opinions when given the proper channels.

The Role of a VP of Engineering

The VP of Engineering is responsible for ensuring their team has the resources and motivation to produce high-quality deliverables. They must stay up to date with technical skills, foster collaboration between departments, and invest in people to ensure success. Listening to and fostering ideas is the best way to motivate the team.

(Almost) Always Have Your Reports’ Backs

This is a story about a manager who learned that a team member had pushed code to production without any communication or testing. The manager felt this was a failure of their management method and tried to stand up for the team member, but this led to a misunderstanding with their superiors. To resolve the issue, the manager rethought the processes, communicated transparently, and developed new processes. The manager learned that while it is important to protect team members, there must be a balance between protecting and infantilizing them.

Avoid Burnout by Understanding Motivation and Time Management

Job burnout is a common problem that can be caused by a variety of factors. To prevent burnout, it is important to understand each individual's motivation and what gets them excited. Different strategies can be used to prevent burnout, such as giving challenging work to those who are motivated by it, and providing context to those who need it. Time management is also important, as it is easy to become overwhelmed by the amount of work that needs to be done. Finally, it is important to surround yourself with people who you want to be like and to be aware of how you are spending your time.

How to Efficiently Scale Your Team For Success and Growth

This article discusses the importance of team scaling for successful growing businesses. It outlines the steps taken to structure the organization for growth, such as the team lead model, engineering management, and career tracks. It also emphasizes the importance of open dialogue, trust building, and not overloading managers. The article is based on the author's experience of taking a team from its startup period to 50+ people.

Let the Data Guide Your Company’s Inside Sales Performance

RealtyShares implemented a new lead management approach to improve response time to customer leads. This included a "Shark Tank" system where leads were presented to the entire sales team at once, and machine learning to determine the relative value of leads in real time. This improved ROI of external lead sources and allowed RealtyShares to incorporate data into every facet of business operations.

Knowing What to Expect When Transitioning from IC to Management

Transitioning from an individual contributor to a manager in the tech industry can be daunting, as it involves taking on new responsibilities such as personnel management, budgeting, and process & tools. It is important to understand that the technical work is no longer the primary responsibility, and that the contribution is measured by how well the team is supported and how much work they get done. Ultimately, success is measured by how much better the team is than before.

Knowing Why You Want to Grow in Your Career

This article discusses the importance of career pathing and how to determine the next step to take on your career path. It emphasizes the importance of knowing what you want from career pathing, understanding that people are different and have different needs, and giving yourself permission to do what you want to do. It also encourages self-awareness and understanding of your emotional needs, and knowing that a position doesn't have to be forever, just right for the moment.

Improving Collaboration Within Remote Teams

Blablatech opened a second engineering hub in Warsaw in 2015 due to their quickly growing engineering team in Paris. Challenges such as meetings, team organization, and cultural differences were faced, but modern technology and the Spotify model of Tribes and Squads helped to overcome them. The company invested in strong bonds between Paris and Warsaw employees, and found that effective communication makes no difference in terms of where new engineering positions are based.

Foster Less Stress and More Strength in the Face of Risk Mitigation

This article outlines a process for incident management in startup companies. It involves designating a Maintenance, Repair and Operations (MRO) person and an Incident Commander to manage incidents and reduce risk. The MRO person is responsible for treating alerts and incidents and the Incident Commander is responsible for managing the team during an emergency incident. It is important to note that automated alerts should be the highest priority and the Incident Commander should not be performing any actions or remediations. Proactively putting in place a form of incident management can reduce stress and help mitigate issues faster.

Smooth Engineer Onboarding for All

Doximity has implemented a smooth onboarding process to ensure new employees have a successful transition. This includes creating a company email account, assigning an "on-boarder" to show the new hire around and provide introductions, and providing onboarding documentation. New engineers are assigned general stories to start with, and are assigned a mentor to answer any questions. Code reviews are done to ensure work is moving forward in the right direction, and feedback from new employees is collected to improve the process.

What Does a Lead Engineer Look Like?

This article outlines the key traits that an engineering manager should look for when qualifying someone as a lead engineer. These include technical skills, project management, accuracy of estimates, continuous improvement, and the ability to lead and mentor other engineers. It is important to note that there are other competencies to consider, but these are the core competencies that should be demonstrated consistently.

How to Create an Unbiased Hiring Rubric for your Product Team

When the author joined Box and needed to hire product managers, they found that the existing hiring process was outdated and relied on institutional knowledge. To address this, they took a four-step approach to familiarize themselves with the historical context, understand the current state, define an ideal outcome, and start working incrementally towards it. Through interviews with engineering managers, product managers, and product leaders, they developed a six-dimensional rubric of mutually exclusive traits and mapped them to interview questions. This enabled them to make more objective decisions about candidates and structure the interview process.

How to Help an Employee With Their Personal Goals

When setting objectives for a team member, it is important to consider how their personal goals align with the company's goals. If there is a conflict, it is important to have an open conversation to explore alternatives and find a solution that works for both the team member and the company. This could involve tweaking the personal goal to something that is of more value to the organization, or helping the team member transition to a different role that better aligns with their goals. Ultimately, this helps build trust and create a successful and healthy company.

A Guide to Hiring Excellent Product Managers

Product Manager roles can be difficult to evaluate, as they require a wide range of skills and knowledge. To assess a potential PM, it is important to look for core skills such as communication, structured thinking, design thinking, and vision setting. It is also important to assess for cultural fit. By giving each interviewer an assignment or job, it is possible to cover more ground and evaluate the candidate's skills. It is more important to hire for the skills that make a good Product Manager rather than hire mediocre PMs with excellent domain knowledge.

How to Execute a Focused and Thought Driven Plan for Career Success Among Young Engineers

This article discusses a method for improving one-on-one meetings between managers and engineers. It involves setting expectations for the meetings, giving the engineers "talking points" to focus on, and assessing the established guidelines. This method has been successfully implemented in Microsoft and Netflix, and has been positively received by both junior and senior engineers. It encourages engineers to reflect on their career and consider more challenging options for growth.

How to Improve Diversity in the Workplace

In response to noticing a lack of diversity in the company, a diversity team was created to discuss the issue and come up with solutions. Quick wins and long term projects were identified and implemented, such as proofreading job descriptions to make sure they weren't gender oriented. The CEO also presented the situation and solutions to the company. The team learned that the discussion was well received and that most people simply did not realize the impact of their words and behaviors. Significant improvement has been seen since then, but it is an ongoing process.

The Transformative Guide to Being a Successful Engineering Manager

This article discusses the various areas an engineering manager should focus on in order to best accomplish their responsibilities. These areas include automation, integration, team capabilities, non-functional task requirements, cross-teams, and manager relationships. It is important for the engineering manager to understand their role and to look ahead, taking a variety of outcomes into consideration. Automation, integration, and team capabilities should be prioritized, as well as cross-team communication and establishing a clear line of communication with the manager. Above all, it is important to cut yourself some slack and enjoy the process.

The Most Efficient Way to Resolve Complex Topics Within an Organization

In order to make decisions more efficiently, a company invited high-level stakeholders to stay for half a day and discuss the trade-offs of controversial topics. This strategy was successful in resolving issues in a shorter time frame, however it was found that too much was planned for the day and that proper research was needed beforehand.

Unlearning Is the New Learning

A person attempted to learn the Double Under technique with a jump rope for a year without success. After attending a clinic to help them unlearn their incorrect technique, they were able to master the skill. This experience taught them the importance of unlearning a skill in order to learn it correctly.

Breaking the Communication Gap Before It Breaks the Company

In order to bridge the gap between the business and tech/product teams, a new role was created to communicate decisions and feedback between the two sides. Additionally, the product team implemented initiatives such as a physical roadmap and internal user tests to increase transparency and gather feedback. The lessons learned from this experience were that weekly reports back to the business teams are beneficial for communication, and that people will voice their opinions when given the proper channels.

The Role of a VP of Engineering

The VP of Engineering is responsible for ensuring their team has the resources and motivation to produce high-quality deliverables. They must stay up to date with technical skills, foster collaboration between departments, and invest in people to ensure success. Listening to and fostering ideas is the best way to motivate the team.

(Almost) Always Have Your Reports’ Backs

This is a story about a manager who learned that a team member had pushed code to production without any communication or testing. The manager felt this was a failure of their management method and tried to stand up for the team member, but this led to a misunderstanding with their superiors. To resolve the issue, the manager rethought the processes, communicated transparently, and developed new processes. The manager learned that while it is important to protect team members, there must be a balance between protecting and infantilizing them.

Avoid Burnout by Understanding Motivation and Time Management

Job burnout is a common problem that can be caused by a variety of factors. To prevent burnout, it is important to understand each individual's motivation and what gets them excited. Different strategies can be used to prevent burnout, such as giving challenging work to those who are motivated by it, and providing context to those who need it. Time management is also important, as it is easy to become overwhelmed by the amount of work that needs to be done. Finally, it is important to surround yourself with people who you want to be like and to be aware of how you are spending your time.

How to Efficiently Scale Your Team For Success and Growth

This article discusses the importance of team scaling for successful growing businesses. It outlines the steps taken to structure the organization for growth, such as the team lead model, engineering management, and career tracks. It also emphasizes the importance of open dialogue, trust building, and not overloading managers. The article is based on the author's experience of taking a team from its startup period to 50+ people.

Let the Data Guide Your Company’s Inside Sales Performance

RealtyShares implemented a new lead management approach to improve response time to customer leads. This included a "Shark Tank" system where leads were presented to the entire sales team at once, and machine learning to determine the relative value of leads in real time. This improved ROI of external lead sources and allowed RealtyShares to incorporate data into every facet of business operations.

Knowing What to Expect When Transitioning from IC to Management

Transitioning from an individual contributor to a manager in the tech industry can be daunting, as it involves taking on new responsibilities such as personnel management, budgeting, and process & tools. It is important to understand that the technical work is no longer the primary responsibility, and that the contribution is measured by how well the team is supported and how much work they get done. Ultimately, success is measured by how much better the team is than before.

Knowing Why You Want to Grow in Your Career

This article discusses the importance of career pathing and how to determine the next step to take on your career path. It emphasizes the importance of knowing what you want from career pathing, understanding that people are different and have different needs, and giving yourself permission to do what you want to do. It also encourages self-awareness and understanding of your emotional needs, and knowing that a position doesn't have to be forever, just right for the moment.

Improving Collaboration Within Remote Teams

Blablatech opened a second engineering hub in Warsaw in 2015 due to their quickly growing engineering team in Paris. Challenges such as meetings, team organization, and cultural differences were faced, but modern technology and the Spotify model of Tribes and Squads helped to overcome them. The company invested in strong bonds between Paris and Warsaw employees, and found that effective communication makes no difference in terms of where new engineering positions are based.

Foster Less Stress and More Strength in the Face of Risk Mitigation

This article outlines a process for incident management in startup companies. It involves designating a Maintenance, Repair and Operations (MRO) person and an Incident Commander to manage incidents and reduce risk. The MRO person is responsible for treating alerts and incidents and the Incident Commander is responsible for managing the team during an emergency incident. It is important to note that automated alerts should be the highest priority and the Incident Commander should not be performing any actions or remediations. Proactively putting in place a form of incident management can reduce stress and help mitigate issues faster.

Smooth Engineer Onboarding for All

Doximity has implemented a smooth onboarding process to ensure new employees have a successful transition. This includes creating a company email account, assigning an "on-boarder" to show the new hire around and provide introductions, and providing onboarding documentation. New engineers are assigned general stories to start with, and are assigned a mentor to answer any questions. Code reviews are done to ensure work is moving forward in the right direction, and feedback from new employees is collected to improve the process.

What Does a Lead Engineer Look Like?

This article outlines the key traits that an engineering manager should look for when qualifying someone as a lead engineer. These include technical skills, project management, accuracy of estimates, continuous improvement, and the ability to lead and mentor other engineers. It is important to note that there are other competencies to consider, but these are the core competencies that should be demonstrated consistently.

How to Create an Unbiased Hiring Rubric for your Product Team

When the author joined Box and needed to hire product managers, they found that the existing hiring process was outdated and relied on institutional knowledge. To address this, they took a four-step approach to familiarize themselves with the historical context, understand the current state, define an ideal outcome, and start working incrementally towards it. Through interviews with engineering managers, product managers, and product leaders, they developed a six-dimensional rubric of mutually exclusive traits and mapped them to interview questions. This enabled them to make more objective decisions about candidates and structure the interview process.

How to Help an Employee With Their Personal Goals

When setting objectives for a team member, it is important to consider how their personal goals align with the company's goals. If there is a conflict, it is important to have an open conversation to explore alternatives and find a solution that works for both the team member and the company. This could involve tweaking the personal goal to something that is of more value to the organization, or helping the team member transition to a different role that better aligns with their goals. Ultimately, this helps build trust and create a successful and healthy company.

A Guide to Hiring Excellent Product Managers

Product Manager roles can be difficult to evaluate, as they require a wide range of skills and knowledge. To assess a potential PM, it is important to look for core skills such as communication, structured thinking, design thinking, and vision setting. It is also important to assess for cultural fit. By giving each interviewer an assignment or job, it is possible to cover more ground and evaluate the candidate's skills. It is more important to hire for the skills that make a good Product Manager rather than hire mediocre PMs with excellent domain knowledge.

How to Execute a Focused and Thought Driven Plan for Career Success Among Young Engineers

This article discusses a method for improving one-on-one meetings between managers and engineers. It involves setting expectations for the meetings, giving the engineers "talking points" to focus on, and assessing the established guidelines. This method has been successfully implemented in Microsoft and Netflix, and has been positively received by both junior and senior engineers. It encourages engineers to reflect on their career and consider more challenging options for growth.

How to Improve Diversity in the Workplace

In response to noticing a lack of diversity in the company, a diversity team was created to discuss the issue and come up with solutions. Quick wins and long term projects were identified and implemented, such as proofreading job descriptions to make sure they weren't gender oriented. The CEO also presented the situation and solutions to the company. The team learned that the discussion was well received and that most people simply did not realize the impact of their words and behaviors. Significant improvement has been seen since then, but it is an ongoing process.

The Transformative Guide to Being a Successful Engineering Manager

This article discusses the various areas an engineering manager should focus on in order to best accomplish their responsibilities. These areas include automation, integration, team capabilities, non-functional task requirements, cross-teams, and manager relationships. It is important for the engineering manager to understand their role and to look ahead, taking a variety of outcomes into consideration. Automation, integration, and team capabilities should be prioritized, as well as cross-team communication and establishing a clear line of communication with the manager. Above all, it is important to cut yourself some slack and enjoy the process.

The Most Efficient Way to Resolve Complex Topics Within an Organization

In order to make decisions more efficiently, a company invited high-level stakeholders to stay for half a day and discuss the trade-offs of controversial topics. This strategy was successful in resolving issues in a shorter time frame, however it was found that too much was planned for the day and that proper research was needed beforehand.

Unlearning Is the New Learning

A person attempted to learn the Double Under technique with a jump rope for a year without success. After attending a clinic to help them unlearn their incorrect technique, they were able to master the skill. This experience taught them the importance of unlearning a skill in order to learn it correctly.

Breaking the Communication Gap Before It Breaks the Company

In order to bridge the gap between the business and tech/product teams, a new role was created to communicate decisions and feedback between the two sides. Additionally, the product team implemented initiatives such as a physical roadmap and internal user tests to increase transparency and gather feedback. The lessons learned from this experience were that weekly reports back to the business teams are beneficial for communication, and that people will voice their opinions when given the proper channels.

The Role of a VP of Engineering

The VP of Engineering is responsible for ensuring their team has the resources and motivation to produce high-quality deliverables. They must stay up to date with technical skills, foster collaboration between departments, and invest in people to ensure success. Listening to and fostering ideas is the best way to motivate the team.

(Almost) Always Have Your Reports’ Backs

This is a story about a manager who learned that a team member had pushed code to production without any communication or testing. The manager felt this was a failure of their management method and tried to stand up for the team member, but this led to a misunderstanding with their superiors. To resolve the issue, the manager rethought the processes, communicated transparently, and developed new processes. The manager learned that while it is important to protect team members, there must be a balance between protecting and infantilizing them.

Avoid Burnout by Understanding Motivation and Time Management

Job burnout is a common problem that can be caused by a variety of factors. To prevent burnout, it is important to understand each individual's motivation and what gets them excited. Different strategies can be used to prevent burnout, such as giving challenging work to those who are motivated by it, and providing context to those who need it. Time management is also important, as it is easy to become overwhelmed by the amount of work that needs to be done. Finally, it is important to surround yourself with people who you want to be like and to be aware of how you are spending your time.

How to Efficiently Scale Your Team For Success and Growth

This article discusses the importance of team scaling for successful growing businesses. It outlines the steps taken to structure the organization for growth, such as the team lead model, engineering management, and career tracks. It also emphasizes the importance of open dialogue, trust building, and not overloading managers. The article is based on the author's experience of taking a team from its startup period to 50+ people.

Let the Data Guide Your Company’s Inside Sales Performance

RealtyShares implemented a new lead management approach to improve response time to customer leads. This included a "Shark Tank" system where leads were presented to the entire sales team at once, and machine learning to determine the relative value of leads in real time. This improved ROI of external lead sources and allowed RealtyShares to incorporate data into every facet of business operations.

Knowing What to Expect When Transitioning from IC to Management

Transitioning from an individual contributor to a manager in the tech industry can be daunting, as it involves taking on new responsibilities such as personnel management, budgeting, and process & tools. It is important to understand that the technical work is no longer the primary responsibility, and that the contribution is measured by how well the team is supported and how much work they get done. Ultimately, success is measured by how much better the team is than before.

Knowing Why You Want to Grow in Your Career

This article discusses the importance of career pathing and how to determine the next step to take on your career path. It emphasizes the importance of knowing what you want from career pathing, understanding that people are different and have different needs, and giving yourself permission to do what you want to do. It also encourages self-awareness and understanding of your emotional needs, and knowing that a position doesn't have to be forever, just right for the moment.

Improving Collaboration Within Remote Teams

Blablatech opened a second engineering hub in Warsaw in 2015 due to their quickly growing engineering team in Paris. Challenges such as meetings, team organization, and cultural differences were faced, but modern technology and the Spotify model of Tribes and Squads helped to overcome them. The company invested in strong bonds between Paris and Warsaw employees, and found that effective communication makes no difference in terms of where new engineering positions are based.

Foster Less Stress and More Strength in the Face of Risk Mitigation

This article outlines a process for incident management in startup companies. It involves designating a Maintenance, Repair and Operations (MRO) person and an Incident Commander to manage incidents and reduce risk. The MRO person is responsible for treating alerts and incidents and the Incident Commander is responsible for managing the team during an emergency incident. It is important to note that automated alerts should be the highest priority and the Incident Commander should not be performing any actions or remediations. Proactively putting in place a form of incident management can reduce stress and help mitigate issues faster.

Smooth Engineer Onboarding for All

Doximity has implemented a smooth onboarding process to ensure new employees have a successful transition. This includes creating a company email account, assigning an "on-boarder" to show the new hire around and provide introductions, and providing onboarding documentation. New engineers are assigned general stories to start with, and are assigned a mentor to answer any questions. Code reviews are done to ensure work is moving forward in the right direction, and feedback from new employees is collected to improve the process.

What Does a Lead Engineer Look Like?

This article outlines the key traits that an engineering manager should look for when qualifying someone as a lead engineer. These include technical skills, project management, accuracy of estimates, continuous improvement, and the ability to lead and mentor other engineers. It is important to note that there are other competencies to consider, but these are the core competencies that should be demonstrated consistently.

How to Create an Unbiased Hiring Rubric for your Product Team

When the author joined Box and needed to hire product managers, they found that the existing hiring process was outdated and relied on institutional knowledge. To address this, they took a four-step approach to familiarize themselves with the historical context, understand the current state, define an ideal outcome, and start working incrementally towards it. Through interviews with engineering managers, product managers, and product leaders, they developed a six-dimensional rubric of mutually exclusive traits and mapped them to interview questions. This enabled them to make more objective decisions about candidates and structure the interview process.

How to Help an Employee With Their Personal Goals

When setting objectives for a team member, it is important to consider how their personal goals align with the company's goals. If there is a conflict, it is important to have an open conversation to explore alternatives and find a solution that works for both the team member and the company. This could involve tweaking the personal goal to something that is of more value to the organization, or helping the team member transition to a different role that better aligns with their goals. Ultimately, this helps build trust and create a successful and healthy company.

A Guide to Hiring Excellent Product Managers

Product Manager roles can be difficult to evaluate, as they require a wide range of skills and knowledge. To assess a potential PM, it is important to look for core skills such as communication, structured thinking, design thinking, and vision setting. It is also important to assess for cultural fit. By giving each interviewer an assignment or job, it is possible to cover more ground and evaluate the candidate's skills. It is more important to hire for the skills that make a good Product Manager rather than hire mediocre PMs with excellent domain knowledge.

How to Execute a Focused and Thought Driven Plan for Career Success Among Young Engineers

This article discusses a method for improving one-on-one meetings between managers and engineers. It involves setting expectations for the meetings, giving the engineers "talking points" to focus on, and assessing the established guidelines. This method has been successfully implemented in Microsoft and Netflix, and has been positively received by both junior and senior engineers. It encourages engineers to reflect on their career and consider more challenging options for growth.

How to Improve Diversity in the Workplace

In response to noticing a lack of diversity in the company, a diversity team was created to discuss the issue and come up with solutions. Quick wins and long term projects were identified and implemented, such as proofreading job descriptions to make sure they weren't gender oriented. The CEO also presented the situation and solutions to the company. The team learned that the discussion was well received and that most people simply did not realize the impact of their words and behaviors. Significant improvement has been seen since then, but it is an ongoing process.

The Transformative Guide to Being a Successful Engineering Manager

This article discusses the various areas an engineering manager should focus on in order to best accomplish their responsibilities. These areas include automation, integration, team capabilities, non-functional task requirements, cross-teams, and manager relationships. It is important for the engineering manager to understand their role and to look ahead, taking a variety of outcomes into consideration. Automation, integration, and team capabilities should be prioritized, as well as cross-team communication and establishing a clear line of communication with the manager. Above all, it is important to cut yourself some slack and enjoy the process.

The Most Efficient Way to Resolve Complex Topics Within an Organization

In order to make decisions more efficiently, a company invited high-level stakeholders to stay for half a day and discuss the trade-offs of controversial topics. This strategy was successful in resolving issues in a shorter time frame, however it was found that too much was planned for the day and that proper research was needed beforehand.

Unlearning Is the New Learning

A person attempted to learn the Double Under technique with a jump rope for a year without success. After attending a clinic to help them unlearn their incorrect technique, they were able to master the skill. This experience taught them the importance of unlearning a skill in order to learn it correctly.

Breaking the Communication Gap Before It Breaks the Company

In order to bridge the gap between the business and tech/product teams, a new role was created to communicate decisions and feedback between the two sides. Additionally, the product team implemented initiatives such as a physical roadmap and internal user tests to increase transparency and gather feedback. The lessons learned from this experience were that weekly reports back to the business teams are beneficial for communication, and that people will voice their opinions when given the proper channels.

The Role of a VP of Engineering

The VP of Engineering is responsible for ensuring their team has the resources and motivation to produce high-quality deliverables. They must stay up to date with technical skills, foster collaboration between departments, and invest in people to ensure success. Listening to and fostering ideas is the best way to motivate the team.

(Almost) Always Have Your Reports’ Backs

This is a story about a manager who learned that a team member had pushed code to production without any communication or testing. The manager felt this was a failure of their management method and tried to stand up for the team member, but this led to a misunderstanding with their superiors. To resolve the issue, the manager rethought the processes, communicated transparently, and developed new processes. The manager learned that while it is important to protect team members, there must be a balance between protecting and infantilizing them.

Avoid Burnout by Understanding Motivation and Time Management

Job burnout is a common problem that can be caused by a variety of factors. To prevent burnout, it is important to understand each individual's motivation and what gets them excited. Different strategies can be used to prevent burnout, such as giving challenging work to those who are motivated by it, and providing context to those who need it. Time management is also important, as it is easy to become overwhelmed by the amount of work that needs to be done. Finally, it is important to surround yourself with people who you want to be like and to be aware of how you are spending your time.

How to Efficiently Scale Your Team For Success and Growth

This article discusses the importance of team scaling for successful growing businesses. It outlines the steps taken to structure the organization for growth, such as the team lead model, engineering management, and career tracks. It also emphasizes the importance of open dialogue, trust building, and not overloading managers. The article is based on the author's experience of taking a team from its startup period to 50+ people.

Let the Data Guide Your Company’s Inside Sales Performance

RealtyShares implemented a new lead management approach to improve response time to customer leads. This included a "Shark Tank" system where leads were presented to the entire sales team at once, and machine learning to determine the relative value of leads in real time. This improved ROI of external lead sources and allowed RealtyShares to incorporate data into every facet of business operations.

Knowing What to Expect When Transitioning from IC to Management

Transitioning from an individual contributor to a manager in the tech industry can be daunting, as it involves taking on new responsibilities such as personnel management, budgeting, and process & tools. It is important to understand that the technical work is no longer the primary responsibility, and that the contribution is measured by how well the team is supported and how much work they get done. Ultimately, success is measured by how much better the team is than before.

Knowing Why You Want to Grow in Your Career

This article discusses the importance of career pathing and how to determine the next step to take on your career path. It emphasizes the importance of knowing what you want from career pathing, understanding that people are different and have different needs, and giving yourself permission to do what you want to do. It also encourages self-awareness and understanding of your emotional needs, and knowing that a position doesn't have to be forever, just right for the moment.

Improving Collaboration Within Remote Teams

Blablatech opened a second engineering hub in Warsaw in 2015 due to their quickly growing engineering team in Paris. Challenges such as meetings, team organization, and cultural differences were faced, but modern technology and the Spotify model of Tribes and Squads helped to overcome them. The company invested in strong bonds between Paris and Warsaw employees, and found that effective communication makes no difference in terms of where new engineering positions are based.

Foster Less Stress and More Strength in the Face of Risk Mitigation

This article outlines a process for incident management in startup companies. It involves designating a Maintenance, Repair and Operations (MRO) person and an Incident Commander to manage incidents and reduce risk. The MRO person is responsible for treating alerts and incidents and the Incident Commander is responsible for managing the team during an emergency incident. It is important to note that automated alerts should be the highest priority and the Incident Commander should not be performing any actions or remediations. Proactively putting in place a form of incident management can reduce stress and help mitigate issues faster.

Smooth Engineer Onboarding for All

Doximity has implemented a smooth onboarding process to ensure new employees have a successful transition. This includes creating a company email account, assigning an "on-boarder" to show the new hire around and provide introductions, and providing onboarding documentation. New engineers are assigned general stories to start with, and are assigned a mentor to answer any questions. Code reviews are done to ensure work is moving forward in the right direction, and feedback from new employees is collected to improve the process.

What Does a Lead Engineer Look Like?

This article outlines the key traits that an engineering manager should look for when qualifying someone as a lead engineer. These include technical skills, project management, accuracy of estimates, continuous improvement, and the ability to lead and mentor other engineers. It is important to note that there are other competencies to consider, but these are the core competencies that should be demonstrated consistently.

How to Create an Unbiased Hiring Rubric for your Product Team

When the author joined Box and needed to hire product managers, they found that the existing hiring process was outdated and relied on institutional knowledge. To address this, they took a four-step approach to familiarize themselves with the historical context, understand the current state, define an ideal outcome, and start working incrementally towards it. Through interviews with engineering managers, product managers, and product leaders, they developed a six-dimensional rubric of mutually exclusive traits and mapped them to interview questions. This enabled them to make more objective decisions about candidates and structure the interview process.

How to Help an Employee With Their Personal Goals

When setting objectives for a team member, it is important to consider how their personal goals align with the company's goals. If there is a conflict, it is important to have an open conversation to explore alternatives and find a solution that works for both the team member and the company. This could involve tweaking the personal goal to something that is of more value to the organization, or helping the team member transition to a different role that better aligns with their goals. Ultimately, this helps build trust and create a successful and healthy company.

A Guide to Hiring Excellent Product Managers

Product Manager roles can be difficult to evaluate, as they require a wide range of skills and knowledge. To assess a potential PM, it is important to look for core skills such as communication, structured thinking, design thinking, and vision setting. It is also important to assess for cultural fit. By giving each interviewer an assignment or job, it is possible to cover more ground and evaluate the candidate's skills. It is more important to hire for the skills that make a good Product Manager rather than hire mediocre PMs with excellent domain knowledge.

How to Execute a Focused and Thought Driven Plan for Career Success Among Young Engineers

This article discusses a method for improving one-on-one meetings between managers and engineers. It involves setting expectations for the meetings, giving the engineers "talking points" to focus on, and assessing the established guidelines. This method has been successfully implemented in Microsoft and Netflix, and has been positively received by both junior and senior engineers. It encourages engineers to reflect on their career and consider more challenging options for growth.

How to Improve Diversity in the Workplace

In response to noticing a lack of diversity in the company, a diversity team was created to discuss the issue and come up with solutions. Quick wins and long term projects were identified and implemented, such as proofreading job descriptions to make sure they weren't gender oriented. The CEO also presented the situation and solutions to the company. The team learned that the discussion was well received and that most people simply did not realize the impact of their words and behaviors. Significant improvement has been seen since then, but it is an ongoing process.

The Transformative Guide to Being a Successful Engineering Manager

This article discusses the various areas an engineering manager should focus on in order to best accomplish their responsibilities. These areas include automation, integration, team capabilities, non-functional task requirements, cross-teams, and manager relationships. It is important for the engineering manager to understand their role and to look ahead, taking a variety of outcomes into consideration. Automation, integration, and team capabilities should be prioritized, as well as cross-team communication and establishing a clear line of communication with the manager. Above all, it is important to cut yourself some slack and enjoy the process.

The Most Efficient Way to Resolve Complex Topics Within an Organization

In order to make decisions more efficiently, a company invited high-level stakeholders to stay for half a day and discuss the trade-offs of controversial topics. This strategy was successful in resolving issues in a shorter time frame, however it was found that too much was planned for the day and that proper research was needed beforehand.

Unlearning Is the New Learning

A person attempted to learn the Double Under technique with a jump rope for a year without success. After attending a clinic to help them unlearn their incorrect technique, they were able to master the skill. This experience taught them the importance of unlearning a skill in order to learn it correctly.

Breaking the Communication Gap Before It Breaks the Company

In order to bridge the gap between the business and tech/product teams, a new role was created to communicate decisions and feedback between the two sides. Additionally, the product team implemented initiatives such as a physical roadmap and internal user tests to increase transparency and gather feedback. The lessons learned from this experience were that weekly reports back to the business teams are beneficial for communication, and that people will voice their opinions when given the proper channels.

The Role of a VP of Engineering

The VP of Engineering is responsible for ensuring their team has the resources and motivation to produce high-quality deliverables. They must stay up to date with technical skills, foster collaboration between departments, and invest in people to ensure success. Listening to and fostering ideas is the best way to motivate the team.

(Almost) Always Have Your Reports’ Backs

This is a story about a manager who learned that a team member had pushed code to production without any communication or testing. The manager felt this was a failure of their management method and tried to stand up for the team member, but this led to a misunderstanding with their superiors. To resolve the issue, the manager rethought the processes, communicated transparently, and developed new processes. The manager learned that while it is important to protect team members, there must be a balance between protecting and infantilizing them.

Avoid Burnout by Understanding Motivation and Time Management

Job burnout is a common problem that can be caused by a variety of factors. To prevent burnout, it is important to understand each individual's motivation and what gets them excited. Different strategies can be used to prevent burnout, such as giving challenging work to those who are motivated by it, and providing context to those who need it. Time management is also important, as it is easy to become overwhelmed by the amount of work that needs to be done. Finally, it is important to surround yourself with people who you want to be like and to be aware of how you are spending your time.

How to Efficiently Scale Your Team For Success and Growth

This article discusses the importance of team scaling for successful growing businesses. It outlines the steps taken to structure the organization for growth, such as the team lead model, engineering management, and career tracks. It also emphasizes the importance of open dialogue, trust building, and not overloading managers. The article is based on the author's experience of taking a team from its startup period to 50+ people.

Let the Data Guide Your Company’s Inside Sales Performance

RealtyShares implemented a new lead management approach to improve response time to customer leads. This included a "Shark Tank" system where leads were presented to the entire sales team at once, and machine learning to determine the relative value of leads in real time. This improved ROI of external lead sources and allowed RealtyShares to incorporate data into every facet of business operations.

Knowing What to Expect When Transitioning from IC to Management

Transitioning from an individual contributor to a manager in the tech industry can be daunting, as it involves taking on new responsibilities such as personnel management, budgeting, and process & tools. It is important to understand that the technical work is no longer the primary responsibility, and that the contribution is measured by how well the team is supported and how much work they get done. Ultimately, success is measured by how much better the team is than before.

Knowing Why You Want to Grow in Your Career

This article discusses the importance of career pathing and how to determine the next step to take on your career path. It emphasizes the importance of knowing what you want from career pathing, understanding that people are different and have different needs, and giving yourself permission to do what you want to do. It also encourages self-awareness and understanding of your emotional needs, and knowing that a position doesn't have to be forever, just right for the moment.

Improving Collaboration Within Remote Teams

Blablatech opened a second engineering hub in Warsaw in 2015 due to their quickly growing engineering team in Paris. Challenges such as meetings, team organization, and cultural differences were faced, but modern technology and the Spotify model of Tribes and Squads helped to overcome them. The company invested in strong bonds between Paris and Warsaw employees, and found that effective communication makes no difference in terms of where new engineering positions are based.

Foster Less Stress and More Strength in the Face of Risk Mitigation

This article outlines a process for incident management in startup companies. It involves designating a Maintenance, Repair and Operations (MRO) person and an Incident Commander to manage incidents and reduce risk. The MRO person is responsible for treating alerts and incidents and the Incident Commander is responsible for managing the team during an emergency incident. It is important to note that automated alerts should be the highest priority and the Incident Commander should not be performing any actions or remediations. Proactively putting in place a form of incident management can reduce stress and help mitigate issues faster.

Smooth Engineer Onboarding for All

Doximity has implemented a smooth onboarding process to ensure new employees have a successful transition. This includes creating a company email account, assigning an "on-boarder" to show the new hire around and provide introductions, and providing onboarding documentation. New engineers are assigned general stories to start with, and are assigned a mentor to answer any questions. Code reviews are done to ensure work is moving forward in the right direction, and feedback from new employees is collected to improve the process.

What Does a Lead Engineer Look Like?

This article outlines the key traits that an engineering manager should look for when qualifying someone as a lead engineer. These include technical skills, project management, accuracy of estimates, continuous improvement, and the ability to lead and mentor other engineers. It is important to note that there are other competencies to consider, but these are the core competencies that should be demonstrated consistently.

How to Create an Unbiased Hiring Rubric for your Product Team

When the author joined Box and needed to hire product managers, they found that the existing hiring process was outdated and relied on institutional knowledge. To address this, they took a four-step approach to familiarize themselves with the historical context, understand the current state, define an ideal outcome, and start working incrementally towards it. Through interviews with engineering managers, product managers, and product leaders, they developed a six-dimensional rubric of mutually exclusive traits and mapped them to interview questions. This enabled them to make more objective decisions about candidates and structure the interview process.

How to Help an Employee With Their Personal Goals

When setting objectives for a team member, it is important to consider how their personal goals align with the company's goals. If there is a conflict, it is important to have an open conversation to explore alternatives and find a solution that works for both the team member and the company. This could involve tweaking the personal goal to something that is of more value to the organization, or helping the team member transition to a different role that better aligns with their goals. Ultimately, this helps build trust and create a successful and healthy company.

A Guide to Hiring Excellent Product Managers

Product Manager roles can be difficult to evaluate, as they require a wide range of skills and knowledge. To assess a potential PM, it is important to look for core skills such as communication, structured thinking, design thinking, and vision setting. It is also important to assess for cultural fit. By giving each interviewer an assignment or job, it is possible to cover more ground and evaluate the candidate's skills. It is more important to hire for the skills that make a good Product Manager rather than hire mediocre PMs with excellent domain knowledge.

How to Execute a Focused and Thought Driven Plan for Career Success Among Young Engineers

This article discusses a method for improving one-on-one meetings between managers and engineers. It involves setting expectations for the meetings, giving the engineers "talking points" to focus on, and assessing the established guidelines. This method has been successfully implemented in Microsoft and Netflix, and has been positively received by both junior and senior engineers. It encourages engineers to reflect on their career and consider more challenging options for growth.