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Collaborating Through Process Change to Achieve Positive Team and Business Outcomes

Introducing process change can be difficult, especially in large companies or growing teams. To manage the people side of change and achieve desired business outcomes, managers should know what they are doing, why they are doing it, and how it benefits the team and/or individual. They should also involve their team in the process, provide visibility and transparency, and use change management processes to drive collaboration and partnership. Finally, they should be prepared with their own proposals and solutions but also be open to other options.

It Works Better If We Work As a Team

Team-building is an important part of any company, but it can be difficult to achieve when working with remote teams. Leaders should consider activities such as designing a coat of arms, discussing company values, or using a personality assessment to help build team relationships. Through these activities, individuals can learn to appreciate different ways of thinking, understand how to communicate better, and work together to achieve better results.

Don’t Underestimate the Importance of a First 1:1

This article discusses the importance of the first 1:1 meeting between a manager and their team members. It provides a list of questions to ask during the meeting and lessons learned from mistakes made in the past. The main takeaways are to be prepared, focus on the people, be on time, avoid too frequent meetings, keep a 30 minute meeting in the calendar, and don't wait to give critical feedback. Being engaged, genuine, and authentic are key.

Advice for Successfully Recruiting the Right Candidate

Recruiting the right person for a company can be difficult, especially for startups. It is important to have a large candidate pool, know what type of candidate you are looking for, and be aware of the seduction process. During the interview process, be clear with yourself on what expertise you are looking for and be precise when making callbacks. Finally, it is important to make mistakes, be picky, and spend the time to recruit.

How to Help Your Team Understand Top-Down Changes to the Products They’re Working On

This case study examines the problem of a product manager becoming frustrated and vocal about the decision to divest a product that was selling well in the market. The manager was helped to understand the business logic behind the decision and to accept the need to move on. The lessons learned from this experience include the importance of helping people bridge the gap between the old and new organization, being transparent about decisions and changes, and getting people comfortable with the fact that change is constant.

Remote Leadership Career Growth

Working remotely as a leader can be challenging, but it is possible to advance your career. Have a discussion with your manager about career growth and consider lobbying to hire somebody and build a small office. If this is not possible, assess whether the company is the right fit for you and be open to searching for a new company. Ultimately, remote management is a leadership position, but it is different from in-person management, so be honest with yourself about your experience.

Must-Know Recruitment Practices

This article outlines the philosophy and practices of a hiring manager who believes that it is their responsibility to fill their team's head count. It includes advice on sourcing candidates, using scorecards to align interview questions to objectives and competencies, and taking ownership of the hiring pipeline. The article also emphasizes the importance of taking responsibility, making the necessary shift in priorities, and adding rigor to the process.

The Art of Tech Blogging

This case study outlines the successful transition of a company from selling hardware to selling software. To attract engineering talent, two senior engineers were convinced to make tech-focused blog posts, followed by a business case for engineers. The number of online applications quadrupled, and several candidates mentioned the engineering blog posts as a factor in their decision to apply. The lesson learned is that a mixture of technical and big picture posts works best, engineers like to write about things they care about, engineering blogs should be visible but not too visible, and the best place for the engineering blog is on the About page.

Gain insight without losing time during your 1:1s

This article outlines a strategy for managers to use 1:1s to focus on the emotional state of their team. The strategy involves asking reports to submit an update slide with five questions in advance of the meeting, and then using the time to ask about their concerns and emotions. This approach has been successful in improving communication and understanding the emotional state of the team.

30 Minutes of “Why?” > 1 Flawed Feature

The team was considering new payment features for their product and integrated with a provider, but it turned out to be just an okay decision with drawbacks. To avoid making similar mistakes in the future, they decided to write Product Memos which describe the problem, feature, measure of success, alternative options, and other considerations. This process helps everyone get clarity on why they are building something and saves them from making big mistakes.

3 tips to smoothly fire someone

When letting someone go, it is important to be upfront and break the news up front. Have somebody else in the room for compliance, go slowly, and follow up with everything in written form. This will help manage the emotions of the person being let go and ensure that all critical details are in writing to avoid any potential issues in the future.

Hiring your first data scientist without data science knowledge

Companies can benefit from hiring a data scientist to make more data-driven decisions, but it can be tricky to recruit someone with no specialist knowledge. It is important to have a well-formed job description and to assess candidates on a cross-functional interview, focusing on their ability to extract insights, think creatively, and solve problems. It is also important to consider hiring a data engineer with analytics knowledge, and to be aware that remote data scientists may be difficult to recruit without a data department.

The Importance Speed, Intra-Company Communication, and Identifying Ambition in the Hiring and Onboarding Process

The original hiring process at Territory Foods was inefficient and led to a lot of unsuccessful onboards. The author took responsibility for the hiring and onboarding process and worked with engineers and the CEO to create a list of important qualities for new hires. They published a job posting with a clear description of the role and benefits, and conducted 8-10 interviews per day. Through this process, they learned the importance of speed and attention to detail in the hiring process. After a month and a half, they created a fast-paced hiring process that allowed them to hire ambitious people within two days.

How To Successfully Empower Your Employees

A manager must find the best way to empower their employees without distracting them from their daily tasks. This can be done by rereading job descriptions, promoting independence and confidence, and providing the tools needed to succeed. Clear communication and setting up processes can help determine if the team is confident and efficient.

Evaluating and Measuring Communication of Non-Fluent English Speaking Engineers

When faced with a team member who was not proficient in English, the team decided to invest in the person and create a plan to improve their language skills. This included enrolling in a language school, encouraging more interactions with team members, and incorporating language skills into their KPIs. The team also provided constructive feedback and corrections privately. Ultimately, the team learned that if something is important enough to be in the top three objectives for the year, it should be taken seriously, and metrics should be used to measure progress. If the person is not the right fit for the team or the company, an honest discussion should be had.

How To Manage without Micromanaging

Managing and micromanaging is a common problem faced by managers. To differentiate between the two, it is important to start with trust and give employees space to do their job. Daily check-ins and goal-oriented meetings can help to ensure that the team is aligned with company objectives. It can be difficult to find the balance between management and micromanagement, but if the manager explains why the process is beneficial, it can become part of the company culture.

Using Metrics to Revisit Released Projects

The team had difficulty tracking metrics related to their product releases. To address this issue, a dashboard was created to track initiatives and metrics. This dashboard forced conversations and kept the team honest in their efforts to improve and push themselves. The dashboard was a visual reminder of the progress and allowed the team to track feedback and metrics.

Combating Misperceptions of Engineer Productivity through Communication and Education

A manager faced the challenge of untangling misperceptions of an engineer who was always working, but rarely seen. To combat this, the manager opened up a channel of communication and became the PR for the team, explaining the work they were doing and the problems they were solving. This taught non-engineers about the complex process of creating technology and showed the progress they were making. The manager learned that it is important to constantly publish information and take the time to educate non-engineers.

Build an Impact-Focused Culture: Outcomes over Outputs

At a startup, it is important to prioritize work by focusing on the "why" behind opinions. Techniques such as Hypothesis Driven Development and 5 whys can help with this. Business impact should be the key driver behind engineering-related decisions, and growth and promotions should be based on solving problems that have a direct correlation to business impact. Outcomes should be used to measure meaningful results and create a sense of purpose in the work produced.

Scaling a Team Globally Across Multiple Sites

This article discusses the importance of building strong, globally distributed teams. It outlines several steps to take, such as creating an onboarding experience, consistent screening during the interview process, hiring the right talent, investing in shared tools, communication, coding standards, code reviews, automation, and testing the product at scale. These steps are necessary to ensure the success of distributed teams.

Collaborating Through Process Change to Achieve Positive Team and Business Outcomes

Introducing process change can be difficult, especially in large companies or growing teams. To manage the people side of change and achieve desired business outcomes, managers should know what they are doing, why they are doing it, and how it benefits the team and/or individual. They should also involve their team in the process, provide visibility and transparency, and use change management processes to drive collaboration and partnership. Finally, they should be prepared with their own proposals and solutions but also be open to other options.

It Works Better If We Work As a Team

Team-building is an important part of any company, but it can be difficult to achieve when working with remote teams. Leaders should consider activities such as designing a coat of arms, discussing company values, or using a personality assessment to help build team relationships. Through these activities, individuals can learn to appreciate different ways of thinking, understand how to communicate better, and work together to achieve better results.

Don’t Underestimate the Importance of a First 1:1

This article discusses the importance of the first 1:1 meeting between a manager and their team members. It provides a list of questions to ask during the meeting and lessons learned from mistakes made in the past. The main takeaways are to be prepared, focus on the people, be on time, avoid too frequent meetings, keep a 30 minute meeting in the calendar, and don't wait to give critical feedback. Being engaged, genuine, and authentic are key.

Advice for Successfully Recruiting the Right Candidate

Recruiting the right person for a company can be difficult, especially for startups. It is important to have a large candidate pool, know what type of candidate you are looking for, and be aware of the seduction process. During the interview process, be clear with yourself on what expertise you are looking for and be precise when making callbacks. Finally, it is important to make mistakes, be picky, and spend the time to recruit.

How to Help Your Team Understand Top-Down Changes to the Products They’re Working On

This case study examines the problem of a product manager becoming frustrated and vocal about the decision to divest a product that was selling well in the market. The manager was helped to understand the business logic behind the decision and to accept the need to move on. The lessons learned from this experience include the importance of helping people bridge the gap between the old and new organization, being transparent about decisions and changes, and getting people comfortable with the fact that change is constant.

Remote Leadership Career Growth

Working remotely as a leader can be challenging, but it is possible to advance your career. Have a discussion with your manager about career growth and consider lobbying to hire somebody and build a small office. If this is not possible, assess whether the company is the right fit for you and be open to searching for a new company. Ultimately, remote management is a leadership position, but it is different from in-person management, so be honest with yourself about your experience.

Must-Know Recruitment Practices

This article outlines the philosophy and practices of a hiring manager who believes that it is their responsibility to fill their team's head count. It includes advice on sourcing candidates, using scorecards to align interview questions to objectives and competencies, and taking ownership of the hiring pipeline. The article also emphasizes the importance of taking responsibility, making the necessary shift in priorities, and adding rigor to the process.

The Art of Tech Blogging

This case study outlines the successful transition of a company from selling hardware to selling software. To attract engineering talent, two senior engineers were convinced to make tech-focused blog posts, followed by a business case for engineers. The number of online applications quadrupled, and several candidates mentioned the engineering blog posts as a factor in their decision to apply. The lesson learned is that a mixture of technical and big picture posts works best, engineers like to write about things they care about, engineering blogs should be visible but not too visible, and the best place for the engineering blog is on the About page.

Gain insight without losing time during your 1:1s

This article outlines a strategy for managers to use 1:1s to focus on the emotional state of their team. The strategy involves asking reports to submit an update slide with five questions in advance of the meeting, and then using the time to ask about their concerns and emotions. This approach has been successful in improving communication and understanding the emotional state of the team.

30 Minutes of “Why?” > 1 Flawed Feature

The team was considering new payment features for their product and integrated with a provider, but it turned out to be just an okay decision with drawbacks. To avoid making similar mistakes in the future, they decided to write Product Memos which describe the problem, feature, measure of success, alternative options, and other considerations. This process helps everyone get clarity on why they are building something and saves them from making big mistakes.

3 tips to smoothly fire someone

When letting someone go, it is important to be upfront and break the news up front. Have somebody else in the room for compliance, go slowly, and follow up with everything in written form. This will help manage the emotions of the person being let go and ensure that all critical details are in writing to avoid any potential issues in the future.

Hiring your first data scientist without data science knowledge

Companies can benefit from hiring a data scientist to make more data-driven decisions, but it can be tricky to recruit someone with no specialist knowledge. It is important to have a well-formed job description and to assess candidates on a cross-functional interview, focusing on their ability to extract insights, think creatively, and solve problems. It is also important to consider hiring a data engineer with analytics knowledge, and to be aware that remote data scientists may be difficult to recruit without a data department.

The Importance Speed, Intra-Company Communication, and Identifying Ambition in the Hiring and Onboarding Process

The original hiring process at Territory Foods was inefficient and led to a lot of unsuccessful onboards. The author took responsibility for the hiring and onboarding process and worked with engineers and the CEO to create a list of important qualities for new hires. They published a job posting with a clear description of the role and benefits, and conducted 8-10 interviews per day. Through this process, they learned the importance of speed and attention to detail in the hiring process. After a month and a half, they created a fast-paced hiring process that allowed them to hire ambitious people within two days.

How To Successfully Empower Your Employees

A manager must find the best way to empower their employees without distracting them from their daily tasks. This can be done by rereading job descriptions, promoting independence and confidence, and providing the tools needed to succeed. Clear communication and setting up processes can help determine if the team is confident and efficient.

Evaluating and Measuring Communication of Non-Fluent English Speaking Engineers

When faced with a team member who was not proficient in English, the team decided to invest in the person and create a plan to improve their language skills. This included enrolling in a language school, encouraging more interactions with team members, and incorporating language skills into their KPIs. The team also provided constructive feedback and corrections privately. Ultimately, the team learned that if something is important enough to be in the top three objectives for the year, it should be taken seriously, and metrics should be used to measure progress. If the person is not the right fit for the team or the company, an honest discussion should be had.

How To Manage without Micromanaging

Managing and micromanaging is a common problem faced by managers. To differentiate between the two, it is important to start with trust and give employees space to do their job. Daily check-ins and goal-oriented meetings can help to ensure that the team is aligned with company objectives. It can be difficult to find the balance between management and micromanagement, but if the manager explains why the process is beneficial, it can become part of the company culture.

Using Metrics to Revisit Released Projects

The team had difficulty tracking metrics related to their product releases. To address this issue, a dashboard was created to track initiatives and metrics. This dashboard forced conversations and kept the team honest in their efforts to improve and push themselves. The dashboard was a visual reminder of the progress and allowed the team to track feedback and metrics.

Combating Misperceptions of Engineer Productivity through Communication and Education

A manager faced the challenge of untangling misperceptions of an engineer who was always working, but rarely seen. To combat this, the manager opened up a channel of communication and became the PR for the team, explaining the work they were doing and the problems they were solving. This taught non-engineers about the complex process of creating technology and showed the progress they were making. The manager learned that it is important to constantly publish information and take the time to educate non-engineers.

Build an Impact-Focused Culture: Outcomes over Outputs

At a startup, it is important to prioritize work by focusing on the "why" behind opinions. Techniques such as Hypothesis Driven Development and 5 whys can help with this. Business impact should be the key driver behind engineering-related decisions, and growth and promotions should be based on solving problems that have a direct correlation to business impact. Outcomes should be used to measure meaningful results and create a sense of purpose in the work produced.

Scaling a Team Globally Across Multiple Sites

This article discusses the importance of building strong, globally distributed teams. It outlines several steps to take, such as creating an onboarding experience, consistent screening during the interview process, hiring the right talent, investing in shared tools, communication, coding standards, code reviews, automation, and testing the product at scale. These steps are necessary to ensure the success of distributed teams.

Collaborating Through Process Change to Achieve Positive Team and Business Outcomes

Introducing process change can be difficult, especially in large companies or growing teams. To manage the people side of change and achieve desired business outcomes, managers should know what they are doing, why they are doing it, and how it benefits the team and/or individual. They should also involve their team in the process, provide visibility and transparency, and use change management processes to drive collaboration and partnership. Finally, they should be prepared with their own proposals and solutions but also be open to other options.

It Works Better If We Work As a Team

Team-building is an important part of any company, but it can be difficult to achieve when working with remote teams. Leaders should consider activities such as designing a coat of arms, discussing company values, or using a personality assessment to help build team relationships. Through these activities, individuals can learn to appreciate different ways of thinking, understand how to communicate better, and work together to achieve better results.

Don’t Underestimate the Importance of a First 1:1

This article discusses the importance of the first 1:1 meeting between a manager and their team members. It provides a list of questions to ask during the meeting and lessons learned from mistakes made in the past. The main takeaways are to be prepared, focus on the people, be on time, avoid too frequent meetings, keep a 30 minute meeting in the calendar, and don't wait to give critical feedback. Being engaged, genuine, and authentic are key.

Advice for Successfully Recruiting the Right Candidate

Recruiting the right person for a company can be difficult, especially for startups. It is important to have a large candidate pool, know what type of candidate you are looking for, and be aware of the seduction process. During the interview process, be clear with yourself on what expertise you are looking for and be precise when making callbacks. Finally, it is important to make mistakes, be picky, and spend the time to recruit.

How to Help Your Team Understand Top-Down Changes to the Products They’re Working On

This case study examines the problem of a product manager becoming frustrated and vocal about the decision to divest a product that was selling well in the market. The manager was helped to understand the business logic behind the decision and to accept the need to move on. The lessons learned from this experience include the importance of helping people bridge the gap between the old and new organization, being transparent about decisions and changes, and getting people comfortable with the fact that change is constant.

Remote Leadership Career Growth

Working remotely as a leader can be challenging, but it is possible to advance your career. Have a discussion with your manager about career growth and consider lobbying to hire somebody and build a small office. If this is not possible, assess whether the company is the right fit for you and be open to searching for a new company. Ultimately, remote management is a leadership position, but it is different from in-person management, so be honest with yourself about your experience.

Must-Know Recruitment Practices

This article outlines the philosophy and practices of a hiring manager who believes that it is their responsibility to fill their team's head count. It includes advice on sourcing candidates, using scorecards to align interview questions to objectives and competencies, and taking ownership of the hiring pipeline. The article also emphasizes the importance of taking responsibility, making the necessary shift in priorities, and adding rigor to the process.

The Art of Tech Blogging

This case study outlines the successful transition of a company from selling hardware to selling software. To attract engineering talent, two senior engineers were convinced to make tech-focused blog posts, followed by a business case for engineers. The number of online applications quadrupled, and several candidates mentioned the engineering blog posts as a factor in their decision to apply. The lesson learned is that a mixture of technical and big picture posts works best, engineers like to write about things they care about, engineering blogs should be visible but not too visible, and the best place for the engineering blog is on the About page.

Gain insight without losing time during your 1:1s

This article outlines a strategy for managers to use 1:1s to focus on the emotional state of their team. The strategy involves asking reports to submit an update slide with five questions in advance of the meeting, and then using the time to ask about their concerns and emotions. This approach has been successful in improving communication and understanding the emotional state of the team.

30 Minutes of “Why?” > 1 Flawed Feature

The team was considering new payment features for their product and integrated with a provider, but it turned out to be just an okay decision with drawbacks. To avoid making similar mistakes in the future, they decided to write Product Memos which describe the problem, feature, measure of success, alternative options, and other considerations. This process helps everyone get clarity on why they are building something and saves them from making big mistakes.

3 tips to smoothly fire someone

When letting someone go, it is important to be upfront and break the news up front. Have somebody else in the room for compliance, go slowly, and follow up with everything in written form. This will help manage the emotions of the person being let go and ensure that all critical details are in writing to avoid any potential issues in the future.

Hiring your first data scientist without data science knowledge

Companies can benefit from hiring a data scientist to make more data-driven decisions, but it can be tricky to recruit someone with no specialist knowledge. It is important to have a well-formed job description and to assess candidates on a cross-functional interview, focusing on their ability to extract insights, think creatively, and solve problems. It is also important to consider hiring a data engineer with analytics knowledge, and to be aware that remote data scientists may be difficult to recruit without a data department.

The Importance Speed, Intra-Company Communication, and Identifying Ambition in the Hiring and Onboarding Process

The original hiring process at Territory Foods was inefficient and led to a lot of unsuccessful onboards. The author took responsibility for the hiring and onboarding process and worked with engineers and the CEO to create a list of important qualities for new hires. They published a job posting with a clear description of the role and benefits, and conducted 8-10 interviews per day. Through this process, they learned the importance of speed and attention to detail in the hiring process. After a month and a half, they created a fast-paced hiring process that allowed them to hire ambitious people within two days.

How To Successfully Empower Your Employees

A manager must find the best way to empower their employees without distracting them from their daily tasks. This can be done by rereading job descriptions, promoting independence and confidence, and providing the tools needed to succeed. Clear communication and setting up processes can help determine if the team is confident and efficient.

Evaluating and Measuring Communication of Non-Fluent English Speaking Engineers

When faced with a team member who was not proficient in English, the team decided to invest in the person and create a plan to improve their language skills. This included enrolling in a language school, encouraging more interactions with team members, and incorporating language skills into their KPIs. The team also provided constructive feedback and corrections privately. Ultimately, the team learned that if something is important enough to be in the top three objectives for the year, it should be taken seriously, and metrics should be used to measure progress. If the person is not the right fit for the team or the company, an honest discussion should be had.

How To Manage without Micromanaging

Managing and micromanaging is a common problem faced by managers. To differentiate between the two, it is important to start with trust and give employees space to do their job. Daily check-ins and goal-oriented meetings can help to ensure that the team is aligned with company objectives. It can be difficult to find the balance between management and micromanagement, but if the manager explains why the process is beneficial, it can become part of the company culture.

Using Metrics to Revisit Released Projects

The team had difficulty tracking metrics related to their product releases. To address this issue, a dashboard was created to track initiatives and metrics. This dashboard forced conversations and kept the team honest in their efforts to improve and push themselves. The dashboard was a visual reminder of the progress and allowed the team to track feedback and metrics.

Combating Misperceptions of Engineer Productivity through Communication and Education

A manager faced the challenge of untangling misperceptions of an engineer who was always working, but rarely seen. To combat this, the manager opened up a channel of communication and became the PR for the team, explaining the work they were doing and the problems they were solving. This taught non-engineers about the complex process of creating technology and showed the progress they were making. The manager learned that it is important to constantly publish information and take the time to educate non-engineers.

Build an Impact-Focused Culture: Outcomes over Outputs

At a startup, it is important to prioritize work by focusing on the "why" behind opinions. Techniques such as Hypothesis Driven Development and 5 whys can help with this. Business impact should be the key driver behind engineering-related decisions, and growth and promotions should be based on solving problems that have a direct correlation to business impact. Outcomes should be used to measure meaningful results and create a sense of purpose in the work produced.

Scaling a Team Globally Across Multiple Sites

This article discusses the importance of building strong, globally distributed teams. It outlines several steps to take, such as creating an onboarding experience, consistent screening during the interview process, hiring the right talent, investing in shared tools, communication, coding standards, code reviews, automation, and testing the product at scale. These steps are necessary to ensure the success of distributed teams.

Collaborating Through Process Change to Achieve Positive Team and Business Outcomes

Introducing process change can be difficult, especially in large companies or growing teams. To manage the people side of change and achieve desired business outcomes, managers should know what they are doing, why they are doing it, and how it benefits the team and/or individual. They should also involve their team in the process, provide visibility and transparency, and use change management processes to drive collaboration and partnership. Finally, they should be prepared with their own proposals and solutions but also be open to other options.

It Works Better If We Work As a Team

Team-building is an important part of any company, but it can be difficult to achieve when working with remote teams. Leaders should consider activities such as designing a coat of arms, discussing company values, or using a personality assessment to help build team relationships. Through these activities, individuals can learn to appreciate different ways of thinking, understand how to communicate better, and work together to achieve better results.

Don’t Underestimate the Importance of a First 1:1

This article discusses the importance of the first 1:1 meeting between a manager and their team members. It provides a list of questions to ask during the meeting and lessons learned from mistakes made in the past. The main takeaways are to be prepared, focus on the people, be on time, avoid too frequent meetings, keep a 30 minute meeting in the calendar, and don't wait to give critical feedback. Being engaged, genuine, and authentic are key.

Advice for Successfully Recruiting the Right Candidate

Recruiting the right person for a company can be difficult, especially for startups. It is important to have a large candidate pool, know what type of candidate you are looking for, and be aware of the seduction process. During the interview process, be clear with yourself on what expertise you are looking for and be precise when making callbacks. Finally, it is important to make mistakes, be picky, and spend the time to recruit.

How to Help Your Team Understand Top-Down Changes to the Products They’re Working On

This case study examines the problem of a product manager becoming frustrated and vocal about the decision to divest a product that was selling well in the market. The manager was helped to understand the business logic behind the decision and to accept the need to move on. The lessons learned from this experience include the importance of helping people bridge the gap between the old and new organization, being transparent about decisions and changes, and getting people comfortable with the fact that change is constant.

Remote Leadership Career Growth

Working remotely as a leader can be challenging, but it is possible to advance your career. Have a discussion with your manager about career growth and consider lobbying to hire somebody and build a small office. If this is not possible, assess whether the company is the right fit for you and be open to searching for a new company. Ultimately, remote management is a leadership position, but it is different from in-person management, so be honest with yourself about your experience.

Must-Know Recruitment Practices

This article outlines the philosophy and practices of a hiring manager who believes that it is their responsibility to fill their team's head count. It includes advice on sourcing candidates, using scorecards to align interview questions to objectives and competencies, and taking ownership of the hiring pipeline. The article also emphasizes the importance of taking responsibility, making the necessary shift in priorities, and adding rigor to the process.

The Art of Tech Blogging

This case study outlines the successful transition of a company from selling hardware to selling software. To attract engineering talent, two senior engineers were convinced to make tech-focused blog posts, followed by a business case for engineers. The number of online applications quadrupled, and several candidates mentioned the engineering blog posts as a factor in their decision to apply. The lesson learned is that a mixture of technical and big picture posts works best, engineers like to write about things they care about, engineering blogs should be visible but not too visible, and the best place for the engineering blog is on the About page.

Gain insight without losing time during your 1:1s

This article outlines a strategy for managers to use 1:1s to focus on the emotional state of their team. The strategy involves asking reports to submit an update slide with five questions in advance of the meeting, and then using the time to ask about their concerns and emotions. This approach has been successful in improving communication and understanding the emotional state of the team.

30 Minutes of “Why?” > 1 Flawed Feature

The team was considering new payment features for their product and integrated with a provider, but it turned out to be just an okay decision with drawbacks. To avoid making similar mistakes in the future, they decided to write Product Memos which describe the problem, feature, measure of success, alternative options, and other considerations. This process helps everyone get clarity on why they are building something and saves them from making big mistakes.

3 tips to smoothly fire someone

When letting someone go, it is important to be upfront and break the news up front. Have somebody else in the room for compliance, go slowly, and follow up with everything in written form. This will help manage the emotions of the person being let go and ensure that all critical details are in writing to avoid any potential issues in the future.

Hiring your first data scientist without data science knowledge

Companies can benefit from hiring a data scientist to make more data-driven decisions, but it can be tricky to recruit someone with no specialist knowledge. It is important to have a well-formed job description and to assess candidates on a cross-functional interview, focusing on their ability to extract insights, think creatively, and solve problems. It is also important to consider hiring a data engineer with analytics knowledge, and to be aware that remote data scientists may be difficult to recruit without a data department.

The Importance Speed, Intra-Company Communication, and Identifying Ambition in the Hiring and Onboarding Process

The original hiring process at Territory Foods was inefficient and led to a lot of unsuccessful onboards. The author took responsibility for the hiring and onboarding process and worked with engineers and the CEO to create a list of important qualities for new hires. They published a job posting with a clear description of the role and benefits, and conducted 8-10 interviews per day. Through this process, they learned the importance of speed and attention to detail in the hiring process. After a month and a half, they created a fast-paced hiring process that allowed them to hire ambitious people within two days.

How To Successfully Empower Your Employees

A manager must find the best way to empower their employees without distracting them from their daily tasks. This can be done by rereading job descriptions, promoting independence and confidence, and providing the tools needed to succeed. Clear communication and setting up processes can help determine if the team is confident and efficient.

Evaluating and Measuring Communication of Non-Fluent English Speaking Engineers

When faced with a team member who was not proficient in English, the team decided to invest in the person and create a plan to improve their language skills. This included enrolling in a language school, encouraging more interactions with team members, and incorporating language skills into their KPIs. The team also provided constructive feedback and corrections privately. Ultimately, the team learned that if something is important enough to be in the top three objectives for the year, it should be taken seriously, and metrics should be used to measure progress. If the person is not the right fit for the team or the company, an honest discussion should be had.

How To Manage without Micromanaging

Managing and micromanaging is a common problem faced by managers. To differentiate between the two, it is important to start with trust and give employees space to do their job. Daily check-ins and goal-oriented meetings can help to ensure that the team is aligned with company objectives. It can be difficult to find the balance between management and micromanagement, but if the manager explains why the process is beneficial, it can become part of the company culture.

Using Metrics to Revisit Released Projects

The team had difficulty tracking metrics related to their product releases. To address this issue, a dashboard was created to track initiatives and metrics. This dashboard forced conversations and kept the team honest in their efforts to improve and push themselves. The dashboard was a visual reminder of the progress and allowed the team to track feedback and metrics.

Combating Misperceptions of Engineer Productivity through Communication and Education

A manager faced the challenge of untangling misperceptions of an engineer who was always working, but rarely seen. To combat this, the manager opened up a channel of communication and became the PR for the team, explaining the work they were doing and the problems they were solving. This taught non-engineers about the complex process of creating technology and showed the progress they were making. The manager learned that it is important to constantly publish information and take the time to educate non-engineers.

Build an Impact-Focused Culture: Outcomes over Outputs

At a startup, it is important to prioritize work by focusing on the "why" behind opinions. Techniques such as Hypothesis Driven Development and 5 whys can help with this. Business impact should be the key driver behind engineering-related decisions, and growth and promotions should be based on solving problems that have a direct correlation to business impact. Outcomes should be used to measure meaningful results and create a sense of purpose in the work produced.

Scaling a Team Globally Across Multiple Sites

This article discusses the importance of building strong, globally distributed teams. It outlines several steps to take, such as creating an onboarding experience, consistent screening during the interview process, hiring the right talent, investing in shared tools, communication, coding standards, code reviews, automation, and testing the product at scale. These steps are necessary to ensure the success of distributed teams.

Collaborating Through Process Change to Achieve Positive Team and Business Outcomes

Introducing process change can be difficult, especially in large companies or growing teams. To manage the people side of change and achieve desired business outcomes, managers should know what they are doing, why they are doing it, and how it benefits the team and/or individual. They should also involve their team in the process, provide visibility and transparency, and use change management processes to drive collaboration and partnership. Finally, they should be prepared with their own proposals and solutions but also be open to other options.

It Works Better If We Work As a Team

Team-building is an important part of any company, but it can be difficult to achieve when working with remote teams. Leaders should consider activities such as designing a coat of arms, discussing company values, or using a personality assessment to help build team relationships. Through these activities, individuals can learn to appreciate different ways of thinking, understand how to communicate better, and work together to achieve better results.

Don’t Underestimate the Importance of a First 1:1

This article discusses the importance of the first 1:1 meeting between a manager and their team members. It provides a list of questions to ask during the meeting and lessons learned from mistakes made in the past. The main takeaways are to be prepared, focus on the people, be on time, avoid too frequent meetings, keep a 30 minute meeting in the calendar, and don't wait to give critical feedback. Being engaged, genuine, and authentic are key.

Advice for Successfully Recruiting the Right Candidate

Recruiting the right person for a company can be difficult, especially for startups. It is important to have a large candidate pool, know what type of candidate you are looking for, and be aware of the seduction process. During the interview process, be clear with yourself on what expertise you are looking for and be precise when making callbacks. Finally, it is important to make mistakes, be picky, and spend the time to recruit.

How to Help Your Team Understand Top-Down Changes to the Products They’re Working On

This case study examines the problem of a product manager becoming frustrated and vocal about the decision to divest a product that was selling well in the market. The manager was helped to understand the business logic behind the decision and to accept the need to move on. The lessons learned from this experience include the importance of helping people bridge the gap between the old and new organization, being transparent about decisions and changes, and getting people comfortable with the fact that change is constant.

Remote Leadership Career Growth

Working remotely as a leader can be challenging, but it is possible to advance your career. Have a discussion with your manager about career growth and consider lobbying to hire somebody and build a small office. If this is not possible, assess whether the company is the right fit for you and be open to searching for a new company. Ultimately, remote management is a leadership position, but it is different from in-person management, so be honest with yourself about your experience.

Must-Know Recruitment Practices

This article outlines the philosophy and practices of a hiring manager who believes that it is their responsibility to fill their team's head count. It includes advice on sourcing candidates, using scorecards to align interview questions to objectives and competencies, and taking ownership of the hiring pipeline. The article also emphasizes the importance of taking responsibility, making the necessary shift in priorities, and adding rigor to the process.

The Art of Tech Blogging

This case study outlines the successful transition of a company from selling hardware to selling software. To attract engineering talent, two senior engineers were convinced to make tech-focused blog posts, followed by a business case for engineers. The number of online applications quadrupled, and several candidates mentioned the engineering blog posts as a factor in their decision to apply. The lesson learned is that a mixture of technical and big picture posts works best, engineers like to write about things they care about, engineering blogs should be visible but not too visible, and the best place for the engineering blog is on the About page.

Gain insight without losing time during your 1:1s

This article outlines a strategy for managers to use 1:1s to focus on the emotional state of their team. The strategy involves asking reports to submit an update slide with five questions in advance of the meeting, and then using the time to ask about their concerns and emotions. This approach has been successful in improving communication and understanding the emotional state of the team.

30 Minutes of “Why?” > 1 Flawed Feature

The team was considering new payment features for their product and integrated with a provider, but it turned out to be just an okay decision with drawbacks. To avoid making similar mistakes in the future, they decided to write Product Memos which describe the problem, feature, measure of success, alternative options, and other considerations. This process helps everyone get clarity on why they are building something and saves them from making big mistakes.

3 tips to smoothly fire someone

When letting someone go, it is important to be upfront and break the news up front. Have somebody else in the room for compliance, go slowly, and follow up with everything in written form. This will help manage the emotions of the person being let go and ensure that all critical details are in writing to avoid any potential issues in the future.

Hiring your first data scientist without data science knowledge

Companies can benefit from hiring a data scientist to make more data-driven decisions, but it can be tricky to recruit someone with no specialist knowledge. It is important to have a well-formed job description and to assess candidates on a cross-functional interview, focusing on their ability to extract insights, think creatively, and solve problems. It is also important to consider hiring a data engineer with analytics knowledge, and to be aware that remote data scientists may be difficult to recruit without a data department.

The Importance Speed, Intra-Company Communication, and Identifying Ambition in the Hiring and Onboarding Process

The original hiring process at Territory Foods was inefficient and led to a lot of unsuccessful onboards. The author took responsibility for the hiring and onboarding process and worked with engineers and the CEO to create a list of important qualities for new hires. They published a job posting with a clear description of the role and benefits, and conducted 8-10 interviews per day. Through this process, they learned the importance of speed and attention to detail in the hiring process. After a month and a half, they created a fast-paced hiring process that allowed them to hire ambitious people within two days.

How To Successfully Empower Your Employees

A manager must find the best way to empower their employees without distracting them from their daily tasks. This can be done by rereading job descriptions, promoting independence and confidence, and providing the tools needed to succeed. Clear communication and setting up processes can help determine if the team is confident and efficient.

Evaluating and Measuring Communication of Non-Fluent English Speaking Engineers

When faced with a team member who was not proficient in English, the team decided to invest in the person and create a plan to improve their language skills. This included enrolling in a language school, encouraging more interactions with team members, and incorporating language skills into their KPIs. The team also provided constructive feedback and corrections privately. Ultimately, the team learned that if something is important enough to be in the top three objectives for the year, it should be taken seriously, and metrics should be used to measure progress. If the person is not the right fit for the team or the company, an honest discussion should be had.

How To Manage without Micromanaging

Managing and micromanaging is a common problem faced by managers. To differentiate between the two, it is important to start with trust and give employees space to do their job. Daily check-ins and goal-oriented meetings can help to ensure that the team is aligned with company objectives. It can be difficult to find the balance between management and micromanagement, but if the manager explains why the process is beneficial, it can become part of the company culture.

Using Metrics to Revisit Released Projects

The team had difficulty tracking metrics related to their product releases. To address this issue, a dashboard was created to track initiatives and metrics. This dashboard forced conversations and kept the team honest in their efforts to improve and push themselves. The dashboard was a visual reminder of the progress and allowed the team to track feedback and metrics.

Combating Misperceptions of Engineer Productivity through Communication and Education

A manager faced the challenge of untangling misperceptions of an engineer who was always working, but rarely seen. To combat this, the manager opened up a channel of communication and became the PR for the team, explaining the work they were doing and the problems they were solving. This taught non-engineers about the complex process of creating technology and showed the progress they were making. The manager learned that it is important to constantly publish information and take the time to educate non-engineers.

Build an Impact-Focused Culture: Outcomes over Outputs

At a startup, it is important to prioritize work by focusing on the "why" behind opinions. Techniques such as Hypothesis Driven Development and 5 whys can help with this. Business impact should be the key driver behind engineering-related decisions, and growth and promotions should be based on solving problems that have a direct correlation to business impact. Outcomes should be used to measure meaningful results and create a sense of purpose in the work produced.

Scaling a Team Globally Across Multiple Sites

This article discusses the importance of building strong, globally distributed teams. It outlines several steps to take, such as creating an onboarding experience, consistent screening during the interview process, hiring the right talent, investing in shared tools, communication, coding standards, code reviews, automation, and testing the product at scale. These steps are necessary to ensure the success of distributed teams.

Collaborating Through Process Change to Achieve Positive Team and Business Outcomes

Introducing process change can be difficult, especially in large companies or growing teams. To manage the people side of change and achieve desired business outcomes, managers should know what they are doing, why they are doing it, and how it benefits the team and/or individual. They should also involve their team in the process, provide visibility and transparency, and use change management processes to drive collaboration and partnership. Finally, they should be prepared with their own proposals and solutions but also be open to other options.

It Works Better If We Work As a Team

Team-building is an important part of any company, but it can be difficult to achieve when working with remote teams. Leaders should consider activities such as designing a coat of arms, discussing company values, or using a personality assessment to help build team relationships. Through these activities, individuals can learn to appreciate different ways of thinking, understand how to communicate better, and work together to achieve better results.

Don’t Underestimate the Importance of a First 1:1

This article discusses the importance of the first 1:1 meeting between a manager and their team members. It provides a list of questions to ask during the meeting and lessons learned from mistakes made in the past. The main takeaways are to be prepared, focus on the people, be on time, avoid too frequent meetings, keep a 30 minute meeting in the calendar, and don't wait to give critical feedback. Being engaged, genuine, and authentic are key.

Advice for Successfully Recruiting the Right Candidate

Recruiting the right person for a company can be difficult, especially for startups. It is important to have a large candidate pool, know what type of candidate you are looking for, and be aware of the seduction process. During the interview process, be clear with yourself on what expertise you are looking for and be precise when making callbacks. Finally, it is important to make mistakes, be picky, and spend the time to recruit.

How to Help Your Team Understand Top-Down Changes to the Products They’re Working On

This case study examines the problem of a product manager becoming frustrated and vocal about the decision to divest a product that was selling well in the market. The manager was helped to understand the business logic behind the decision and to accept the need to move on. The lessons learned from this experience include the importance of helping people bridge the gap between the old and new organization, being transparent about decisions and changes, and getting people comfortable with the fact that change is constant.

Remote Leadership Career Growth

Working remotely as a leader can be challenging, but it is possible to advance your career. Have a discussion with your manager about career growth and consider lobbying to hire somebody and build a small office. If this is not possible, assess whether the company is the right fit for you and be open to searching for a new company. Ultimately, remote management is a leadership position, but it is different from in-person management, so be honest with yourself about your experience.

Must-Know Recruitment Practices

This article outlines the philosophy and practices of a hiring manager who believes that it is their responsibility to fill their team's head count. It includes advice on sourcing candidates, using scorecards to align interview questions to objectives and competencies, and taking ownership of the hiring pipeline. The article also emphasizes the importance of taking responsibility, making the necessary shift in priorities, and adding rigor to the process.

The Art of Tech Blogging

This case study outlines the successful transition of a company from selling hardware to selling software. To attract engineering talent, two senior engineers were convinced to make tech-focused blog posts, followed by a business case for engineers. The number of online applications quadrupled, and several candidates mentioned the engineering blog posts as a factor in their decision to apply. The lesson learned is that a mixture of technical and big picture posts works best, engineers like to write about things they care about, engineering blogs should be visible but not too visible, and the best place for the engineering blog is on the About page.

Gain insight without losing time during your 1:1s

This article outlines a strategy for managers to use 1:1s to focus on the emotional state of their team. The strategy involves asking reports to submit an update slide with five questions in advance of the meeting, and then using the time to ask about their concerns and emotions. This approach has been successful in improving communication and understanding the emotional state of the team.

30 Minutes of “Why?” > 1 Flawed Feature

The team was considering new payment features for their product and integrated with a provider, but it turned out to be just an okay decision with drawbacks. To avoid making similar mistakes in the future, they decided to write Product Memos which describe the problem, feature, measure of success, alternative options, and other considerations. This process helps everyone get clarity on why they are building something and saves them from making big mistakes.

3 tips to smoothly fire someone

When letting someone go, it is important to be upfront and break the news up front. Have somebody else in the room for compliance, go slowly, and follow up with everything in written form. This will help manage the emotions of the person being let go and ensure that all critical details are in writing to avoid any potential issues in the future.

Hiring your first data scientist without data science knowledge

Companies can benefit from hiring a data scientist to make more data-driven decisions, but it can be tricky to recruit someone with no specialist knowledge. It is important to have a well-formed job description and to assess candidates on a cross-functional interview, focusing on their ability to extract insights, think creatively, and solve problems. It is also important to consider hiring a data engineer with analytics knowledge, and to be aware that remote data scientists may be difficult to recruit without a data department.

The Importance Speed, Intra-Company Communication, and Identifying Ambition in the Hiring and Onboarding Process

The original hiring process at Territory Foods was inefficient and led to a lot of unsuccessful onboards. The author took responsibility for the hiring and onboarding process and worked with engineers and the CEO to create a list of important qualities for new hires. They published a job posting with a clear description of the role and benefits, and conducted 8-10 interviews per day. Through this process, they learned the importance of speed and attention to detail in the hiring process. After a month and a half, they created a fast-paced hiring process that allowed them to hire ambitious people within two days.

How To Successfully Empower Your Employees

A manager must find the best way to empower their employees without distracting them from their daily tasks. This can be done by rereading job descriptions, promoting independence and confidence, and providing the tools needed to succeed. Clear communication and setting up processes can help determine if the team is confident and efficient.

Evaluating and Measuring Communication of Non-Fluent English Speaking Engineers

When faced with a team member who was not proficient in English, the team decided to invest in the person and create a plan to improve their language skills. This included enrolling in a language school, encouraging more interactions with team members, and incorporating language skills into their KPIs. The team also provided constructive feedback and corrections privately. Ultimately, the team learned that if something is important enough to be in the top three objectives for the year, it should be taken seriously, and metrics should be used to measure progress. If the person is not the right fit for the team or the company, an honest discussion should be had.

How To Manage without Micromanaging

Managing and micromanaging is a common problem faced by managers. To differentiate between the two, it is important to start with trust and give employees space to do their job. Daily check-ins and goal-oriented meetings can help to ensure that the team is aligned with company objectives. It can be difficult to find the balance between management and micromanagement, but if the manager explains why the process is beneficial, it can become part of the company culture.

Using Metrics to Revisit Released Projects

The team had difficulty tracking metrics related to their product releases. To address this issue, a dashboard was created to track initiatives and metrics. This dashboard forced conversations and kept the team honest in their efforts to improve and push themselves. The dashboard was a visual reminder of the progress and allowed the team to track feedback and metrics.

Combating Misperceptions of Engineer Productivity through Communication and Education

A manager faced the challenge of untangling misperceptions of an engineer who was always working, but rarely seen. To combat this, the manager opened up a channel of communication and became the PR for the team, explaining the work they were doing and the problems they were solving. This taught non-engineers about the complex process of creating technology and showed the progress they were making. The manager learned that it is important to constantly publish information and take the time to educate non-engineers.

Build an Impact-Focused Culture: Outcomes over Outputs

At a startup, it is important to prioritize work by focusing on the "why" behind opinions. Techniques such as Hypothesis Driven Development and 5 whys can help with this. Business impact should be the key driver behind engineering-related decisions, and growth and promotions should be based on solving problems that have a direct correlation to business impact. Outcomes should be used to measure meaningful results and create a sense of purpose in the work produced.

Scaling a Team Globally Across Multiple Sites

This article discusses the importance of building strong, globally distributed teams. It outlines several steps to take, such as creating an onboarding experience, consistent screening during the interview process, hiring the right talent, investing in shared tools, communication, coding standards, code reviews, automation, and testing the product at scale. These steps are necessary to ensure the success of distributed teams.