featured in #562
Dear CTO: It's Not 2015 Anymore
- Christine Miao tl;dr: “With AI and big tech layoffs, engineering organizations have been put under a microscope like never before. Engineering leaders need to adapt to this new normal.”featured in #562
featured in #562
featured in #562
featured in #561
featured in #561
Design Your Organization For The Conflicts You Want To Hear About
- Dave Kellogg tl;dr: “I have two rules for organization design: (1) Design for conflict. Specifically, design your organization for the conflicts you want to hear about. (2) Ensure value-add. Don’t put thing B under thing A unless the executive in charge can add value to both.”featured in #560
Engineering Managers' Guide To Effective Annual Feedback
- Péter Szász tl;dr: “As we’re entering the last quarter of the year, the time has come when many tech companies start their yearly feedback cycles, providing formal feedback on the performance of their employees. While time-consuming, if done well, this is a great tool for Engineering Managers to make a difference in the professional life of their reports, so to help, I summarized what I’ve learned about this process during my career.”featured in #560
Manage Your Priorities And Energy
- Will Larson tl;dr: Will reflect on his shift from a 'company, team, self' framework to an eventual ‘quid pro quo' approach during his management tenure at Uber. His ‘quid pro quo' approach is: (1) Generally, prioritize company and team priorities over your own. (2) If you are getting de-energized, artificially prioritize some energizing work. Increase the quantity until equilibrium is restored. (3) If the long-term balance between energy and proper priorities can’t be balanced for more than a year, stop everything else and work on solving this issue e.g. change your role or quit. Will emphasizes the importance of remaining flexible and curious.featured in #560
Manage Your Priorities And Energy
- Will Larson tl;dr: Will reflect on his shift from a 'company, team, self' framework to an eventual ‘quid pro quo' approach during his management tenure at Uber. His ‘quid pro quo' approach is: (1) Generally, prioritize company and team priorities over your own. (2) If you are getting de-energized, artificially prioritize some energizing work. Increase the quantity until equilibrium is restored. (3) If the long-term balance between energy and proper priorities can’t be balanced for more than a year, stop everything else and work on solving this issue e.g. change your role or quit. Will emphasizes the importance of remaining flexible and curious.featured in #559