tl;dr:Current best practices around D&I aren't necessarily impactful. Will believes the following result in genuine progress (1) Don’t tokenize others (2) Don’t center yourself (3) Don’t be comfortable, and focus on what actually works.
tl;dr:A Value Oasis is when a team's values misalign with the org's. This can be "messy," especially when the team's leader - who created the Oasis - is no longer present. An effective leader can use the "model, document and share” method to effect wider change within the organization.
tl;dr:Covers the following areas - priorities and goals, making the right system changes, tasks for the first 90 days, learning and building trust, building a support system, organizational health and process, hiring, execution & technology.
tl;dr:Code is "big ball of mud" at growth stage companies. Will describes a new approach to untangle it. "List all the beliefs you'd need to have to be confident in modifying your software" and see how they move up the behavior & property ladder, which he describes in detail.
tl;dr:Will focuses his career on growth and engagement, not equity & IPOs. He looks at it from a 40 year perspective, and how to maximize factors important to him - pace, people, prestige, profit and learning.
tl;dr:Larson shares his system for gauging size and state of engineering teams - ratios and frameworks to structuring team size, combining and spinning up teams, and assessing and accelerating team progress.
tl;dr:The following are explained in detail (1) measure what you hope to improve (2) size the org against peers, goals and performance (3) structure into smaller teams (4) project growth (5) rest in between changes to master the current structure.