tl;dr:Although hierarchy is deeply established in our culture, management shouldn't be seen as a promotion - "we should invert the hierarchy and embrace management as a service role, a support position." Charity shares a roadmap to change company culture.
tl;dr:"People make career moves for a complex mix of altruism and self-interest." Charity outlines main motivations to become managers concluding that management is "a role of service to others not dominance over others; staffed by people who genuinely take joy in that people side of sociotechnical problem solving."
tl;dr:Charity doesn't believe so - metric can be gamed, preferring a combination of (1) impact focused, outcome-based management (2) team level health metrics (3) engineering ladder and regular lightweight reviews (4) managers who are well calibrated across the org. Teams should also use the 4 DORA metrics.
tl;dr:In the early stages of Charity's business when the founding team was still establishing the core business, bringing remote workers into brainstorming sessions didn't work. She learnt that remote workers require more structure & clear remits, which can only be provided once a business has a degree of focus.
tl;dr:Engineering productivity is hampered by outside management requesting features, shifting priorities, etc... SLOs are the "abstraction layer" for those trying to interact or collaborate with your team. Charity runs through how this works.
tl;dr: Two instances where the author endured emotional pain in her job - public speaking and transitioning from a CTO to CEO. In the former, she overcome the pain of public speaking by powering through it. This never worked for the second. As a result, she notes the importance of pain as a teacher and understanding the situations where you can lean into it.