Measure what matters, and be careful what you measure
When working with software engineers, try to create metrics that still work when they are gamed … because they will be gamed
people
Stop Hogging the Ball
You got promoted because you were a great engineer. Now every time you grab the exciting work, you’re robbing your team of an opportunity to grow — and telling them you don’t trust them to do it.
Your Manager Isn’t Difficult. She’s Under Extra Scrutiny.
Managing up requires recognizing the context of the person managing you. And in tech, gender often plays a large role.
Show and Tell: A better way to vet software engineers
Writing code has always been the easy part of a software engineering job. This has always been true, but it’s becoming more and more true as AI-based tools transform software engineering. This also means that… Read More »Show and Tell: A better way to vet software engineers
Busy is an information dam
If you seem too busy for your team, problems may boil over before you can address them.
One-on-ones are for people, not status updates
Use 1:1 meetings to create a human connection, not for status updates.
The limits of unlimited time off
Yes, unlimited time off has limits. And guess what – you’re responsible for enforcing them.
The point of an opening is to get it filled
If you’re lucky enough to have an opening on your team, you owe it to the team and your company to make filling it a priority.
The release valve
Software engineers live in a world filled with problems and issues. A big part of your job as a person managing them is to get them talking about them.
A shared context is a manager’s first goal
As humans, we each have our own context and version of reality. Part of your job as a manager and leader is to make sure others know the world you’re carrying in yours.