/Management

Are You Successful?

- Paulo André tl;dr: “It's a long story but I recently started a CTO role and it made me reflect again on what is success for me in a role like this: (1) Results. (2) How those results are achieved. (3) How you make people feel.” While most care about the results, the best way to achieve them in a way that endures is by focusing on the list above in reverse: If people feel good about being in the team, about working with you and others, about their learning, they'll excel at doing their part in implementing systems that deliver results and results will be sustainably achieved.

featured in #558

Leading vs Lagging Indicators

- Rasmus Makwarth tl;dr: “Focusing on outcomes over outputs is a great framework to ensure that product teams think about delivering value, not just features. If you can’t tie a business outcome to a feature, you may want to reconsider its priority.” Rasmus discusses six leading indicators product teams should be tracking besides technical indicators. 

featured in #558

How To Regain Control Of A Meeting

- Wes Kao tl;dr: “For those of us with a collaborative leadership style, it’s important to have scripts you can realistically picture yourself saying.” Wes’ underlying rule is by mentioning the cost of going on a tangent, you remind them that the tangent is not free. She shares three different scripts to regain control of a meeting.

featured in #557

Status Games

- Phil Booth tl;dr: “Because of all that evolutionary pressure, there are many little cues and behaviours embedded in our personalities, which help to make society work. The way we stand or sit, the way we speak, the direction we choose to look, what we do with our hands; these are all ways in which we project our status. Every interaction between people is filled with these little status transactions and most of the time we don't even realise it.” Phil discusses how this impacts engineering orgs and how to manage accordingly. 

featured in #557

7 Questions I Get Asked Frequently As An EM

- Nitin Dhar tl;dr: Nitin provides example answers to each of the following: (1) What is the KTLO cost for the team? (2) What is the impact of project X? (3) When will project X be live to customers? (4) What's the overall impact of your team? (5) How much tech debt do you have? (6) What's the team's mean time to recovery (MTTR) from incidents? (7) How much churn (throwaway work) have you seen in recent sprints?

featured in #557

Monkey Business

- Subbu Allamaraju tl;dr: “The metaphor helps debug the root causes behind managers struggling with busy calendars, not investing in themselves, not having detached vacations, or, more importantly, not having time to be strategic. In this article, let me introduce that metaphor visually and point out some techniques to address the root causes.”

featured in #556

7 Questions I Get Asked Frequently As An EM

- Nitin Dhar tl;dr: Nitin provides example answers to each of the following: (1) What is the KTLO cost for the team? (2) What is the impact of project X? (3) When will project X be live to customers? (4) What's the overall impact of your team? (5) How much tech debt do you have? (6) What's the team's mean time to recovery (MTTR) from incidents? (7) How much churn (throwaway work) have you seen in recent sprints?

featured in #556

Slow Deployment Causes Meetings

- Kent Beck tl;dr: “If you want more changes to get through, you need to expand the far end of the hose, to increase deployment capacity. You can do this the hard way, by reducing the deployment cycle and dealing with the ensuing chaos, or the harder way, by increasing the number of changes per deployment (better tests, better monitoring, better isolation between elements, better social relationships on the team). But don’t try to reduce overhead. That’ll just lead inevitably to a series of meetings on how to reduce meetings. At least that will keep you from trying to ship too much code, though.”

featured in #556

Modeling Impact Of LLMs On Developer Experience

- Will Larson tl;dr: “Models are imperfect representations of reality, but this one gives us a clear sense of what matters the most: if we want to increase our velocity, we have to reduce the rate that we discover errors in production. That might be reducing the error rate as implied in this model, or it might be ideas that exist outside of this model. For example, the model doesn’t represent this well, but perhaps we’d be better off iterating more on fewer things to avoid this scenario. If we make multiple changes to one area, it still just represents one implemented feature, not many implement features, and the overall error rate wouldn’t increase.”

featured in #556

What Conditions Make Developers Thrive Most?

- Lizzie Matusov tl;dr: (1) Agency: Developers have the ability to voice disagreements and influence how their work is measured, which empowers them to take ownership of their contributions. (2) Motivation and Self-Efficacy: A developer’s motivation to work on code they are passionate about, confidence in their problem-solving abilities, and the sense of making tangible progress. (3) Learning Culture: A thriving environment encourages continuous learning and sharing of knowledge among team members, fostering growth and innovation. (4) Support and Belonging: The feeling of being supported by their team and accepted for who they are.

featured in #555