The Problem With Your Manager...
- James Stanier tl;dr: James proposes a principle called "the Reporting to Peter Principle:" you will rise to a point where you will experience extreme internal conflict with the way that your manager does their job. This will manifest as disappointment, frustration, and a feeling that you should be doing their role instead of them. This represents a key inflection point in your own development as a senior leader and presents you with two choices, which James outlines.featured in #479
Measuring Engineering Velocity On A Software Team
- Zach Zaro tl;dr: Zach Zaro, CEO and cofounder of Coherence, reviews the history and state of the art of velocity. Measuring engineering velocity is a valuable exercise for software teams aiming to improve their processes and deliver value consistently. By understanding its nuances and potential pitfalls, teams can use velocity as a tool for growth and continuous improvement rather than a blunt instrument of judgment.featured in #479
Want to Be a Better Leader? Stop Thinking About Work After Hours.
tl;dr: "It’s not uncommon for managers to continue thinking about their job, even after the official workday is over. This may involve ruminating about an issue with an employee, trying to think of a solution to a client problem, or creating a mental to-do list for the next day. But new research shows that this tendency may not be beneficial, particularly for people new to a leadership role. In fact, constant rumination leads managers to be more depleted and less able to show up as leaders — something even their employees can pick up on."featured in #479
featured in #478
The 30 Best Pieces Of Advice In 2023
tl;dr: "We present our collection of little tactics, resonant reminders and operating principles to guide you in the following roundup of the 30 best pieces of advice we heard in the past year. Take them with you as we’re thrust forward into all that 2024 has ahead:" (1) Hit refresh on your interview questions for manager candidates. (2) Set goals by trying to tell a story. (3) Opinions come at a cost — spend wisely. (4) Balance the core product with new bets by looking to the horizons. (5) Pinpoint where you’re delivering feedback as a manager.featured in #477
featured in #476
featured in #476
Look Back To Leap Ahead: 7 Questions For Your End of Year Reflection
tl;dr: A wide-ranging retro to set yourself up for success in the new year: (1) Evaluating projects to quit earlier. (2) Revamping regular meetings. (3) Using time wisely. (4) Alignment with manager’s goals. (5) Receiving and giving impactful feedback. (6) Changes in job role. (7) Readiness for career advancement.featured in #475
Why Should You (Or Anyone) Become An Engineering Manager?
- Charity Majors tl;dr: "The main reason I would encourage you to try engineering management is a reason that I’m not sure I’ve ever heard someone cite in advance, which is that it can make you better at life and relationships, in a huge and meaningful way. Work is always about two things: what you put out into the world, and who you become while doing it. I want to stop well short of proclaiming that “being a manager will make you a better person!” because skills are skills, and they can be used for good or ill. But it can." Charity discusses how management skills help with personal skills, such as self-awareness, understanding other people, hard conversations, and more.featured in #474
7 Challenges With Long-Term Projects And How To Manage Them
- Raviraj Achar tl;dr: Raviraj, a tech lead from Meta, outlines his approach to the following: (1) Prioritizing hard problems. (2) Dealing with hidden work. (3) Managing attrition. (4) Staging the value. (5) Adapting to changing constraints. (6) Maintaining confidence and perception. (7) Having a concrete timeline.featured in #474