/Leadership

Three Crucial Skills That Leaders Must Develop To Become Executives

- Nikhyl Singhal tl;dr: Elite careers happen in 3 phases - (1) IC to leader, (2) leader to exec, (3) Career re-invention unconstrained of finances. To navigate the two first phases, soft-skills are more valuable. You'll need a thirst for growth, the ability to influence, management of your own emotions. Each are outlined in detail.

featured in #224


How To Be A Sponsor When You're A Developer

- Lara Hogan tl;dr: You don't have to be a manager to sponsor someone. Lara provides a framework of real-life, non-managerial examples facing within the org and outward, and when speaking to your sponsee and to others.

featured in #223


Fulfilling The Promise Of CI/CD

- Charity Majors tl;dr: "The time elapsed between writing and shipping is the room temp petri dish where pathological symptoms breed." Focus relentlessly on the length of time between when a line of code is written and deployed to production. Fixate on shrinking this interval as it forces us to do the right things - write small diffs, review code quickly, etc.

featured in #222


Make Boring Plans

- Camille Fournier tl;dr: "Novel technology deserves boring plans." Exciting visions come with unpredictability. Strategy that executes this vision can be stressful if it starts and ends with the vision alone. "Contrast this to the team that turns that vision into boring plans" e.g. start with a small proof of concept so you can learn the process.

featured in #222


Nine Leadership Lessons 2020 Gave Us

- Ally MacDonald tl;dr: (1) Prepare for and adapt to increased turbulence. (2) Reorient your road map With sensemaking. (3) Put care at the center of leadership, and more.

featured in #221


Weak And Strong Team Concepts

- Will Larson tl;dr: A strong team concept is where "ownership, work, and accountability are generally assigned to teams." In a weak team, work is assigned to individuals and is driven through "interpersonal connections rather than process." Will reflects on both, and how our environment is geared towards strong teams.

featured in #219


Driving Cultural Change Through Software Choices

- Camille Fournier tl;dr: To change engineering values as a leader, you need to change what you reward and focus on. This can be slow and has negative consequences e.g. some feel their skill are less relevant. As a platform engineer, you can find tools that bake in and support the values you want to be taken seriously.

featured in #218


Toxic And Woke Engineering Orgs

- Marianne Bellotti tl;dr: Given many tech companies push social impact ideals, Marianne feels it's important to understand internal, external and interpersonal boundaries of her reports. "It is so easy to violate or indeed completely throw out appropriate boundaries" when the cause is important.

featured in #218


Technical Leadership In Customer Products At The FT

- Tara Ojo tl;dr: At the FT, tech lead cover four areas: (1) Advocate for team members. (2) Responsible for tech direction. (3) Representative of their team (4) Software Engineers. Tara discusses each area. Click the link in this tweet if you're paywalled.

featured in #217


How To Navigate Performance Reviews When The World Has Gone Bonkers

- Kat Boogard tl;dr: This post advices both managers writing reviews and those writing self-assessment. Focus on compassion. For managers, clarify expectations, consider personal circumstances, focus on outcomes, be honest about personal struggles and recognize soft contributions.

featured in #215