Tying Engineering Metrics To Business Metrics
- Iccha Sethi tl;dr: “Most engineering organizations I’ve worked in or led have tracked some form of engineering metrics. These range from simple metrics like uptime and incident count to more complex frameworks like DORA. As an engineering leader, you’ve probably been asked, either by someone within or outside of engineering: Why do these metrics matter? or How do they align with our business goals?”featured in #573
The 6 Mistakes You’re Going To Make As A New Manager
- Matheus Lima tl;dr: “Reflecting on my first couple of years as an Engineering Manager, I realized that the lessons I learned are not unique to me; many new managers face similar experiences. That’s why I want to share these insights with you. My goal is to support and connect with other new managers who are going through this exciting yet demanding transition.”featured in #573
Grifters, Believers, Grinders, And Coasters
- Sean Goedecke tl;dr: “Why do engineers get mad at each other so often? I think a lot of programmer arguments bottom out in a cultural clash between different kinds of engineers: believers vs grifters, or coasters vs grinders. I’m going to argue that good companies actually have a healthy mix of all four types of engineer, so it’s probably sensible to figure out how to work with them.”featured in #573
An Introduction To Thinking About Risk
- Jacob Kaplan-Moss tl;dr: “How dangerous is it to launch this new feature if it hasn’t gotten a proper security review yet? How much risk is left after we do that review?” So welcome to a new series about how to think about risk. This series is a crash course, a high-level introduction to the most important concepts and risk frameworks. It’s intended for people who encounter risk from time to time and need some basic tools, but don’t want to make a deep study of it.featured in #572
Grifters, Believers, Grinders, And Coasters
- Sean Goedecke tl;dr: “Why do engineers get mad at each other so often? I think a lot of programmer arguments bottom out in a cultural clash between different kinds of engineers: believers vs grifters, or coasters vs grinders. I’m going to argue that good companies actually have a healthy mix of all four types of engineer, so it’s probably sensible to figure out how to work with them.”featured in #572
featured in #571
4 Ways To Lead Meetings That Work
- Dan Rockwell tl;dr: (1) Seek feedback. (2) Eliminate the word “discuss” from agendas. (3) Expect people to state their point before they explain it. (4) Shorten one-hour meetings by 16.67%.featured in #571
Staff Engineer vs Engineering Manager
- Alex Ewerlöf tl;dr: Staff Engineers sit at the intersection of technical leadership and organizational impact, but their role is often misunderstood. While they share technical accountability with Engineering Managers, Staff Engineers are uniquely positioned to work across multiple teams, focusing on complex systems and technical strategy rather than people management. Alex elaborates in this post.featured in #571
Rough Notes On Learning Wardley Mapping
- Will Larson tl;dr: Wardley Mapping is a strategic planning tool that helps visualize how business components evolve over time, from novel ideas to industry standards. Will shares resources that guide might be useful for leaders.featured in #571
Fast-Forwarding Decision Making
- James Stanier tl;dr: “I’ll pitch the takeaway up front, and it’s this: hold yourself accountable for making decisions and progressing discussions as quickly as possible, by whatever means necessary. Be restless while a decision hasn’t been made. Dead time is your enemy. Be creative about ways of shaving minutes, hours and days from a decision point.” James gives several examples of how to approach this.featured in #570