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.
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.
tl;dr:Considerations when reviewing a report's performance against established goals, grading against a set of attributes, and using judgement. "The most interesting and useful part of this exercise is comparing what you get from this data against your gut reaction to the rating you think someone should get."
tl;dr:Managers will paint a picture of grand change to fix teams stuck in a rut - new product vision, team re-org, etc... Camille'e experience shows the opposite approach to be true. Managers able to "identify the little things that can be changed," and use these as the starting point for larger change, often succeed.