Items tagged management in 2020
Something to pay attention to when making a build v.s. buy decision is the impact that billing models will have on your usage of a tool.[... 410 words]
Stories of reaching Staff-plus engineering roles (via) Extremely useful collection of career stories from staff-level engineers at a variety of different companies, collected by Will Larson. # 11th September 2020, 3:30 am
Simply put, if you’re in a position of power at work, you’re unlikely to see workplace harassment in front of you. That’s because harassment and bullying are attempts to exert power over people with less of it. People who behave improperly don’t tend to do so with people they perceive as having power already.
Why weekly? You want to keep your finger on the pulse of what’s really going on. When 1:1s are scheduled bi-weekly, and either of you have to cancel, you’ll likely be going a month between conversations and that is far too long to go without having a 1:1 with your direct report. Think of how much happens in a month. You don’t want to be that far behind!
22 Principles for Great Product Managers (via) By Alex Reeve, a PM at LinkedIn. These are really strong—I particularly liked the “leading your team” section which emphasizes ensuring your team understand the goal and the path to reach it, and that you know what winning will look like and how to tell. # 20th July 2020, 8:17 pm
Unlocking value with durable teams (via) Anna Shipman describes the FT’s experience switching from project-based teams to “durable” teams—teams which own a specific area of the product. Lots of really smart organizational design thinking in this. I’ve seen how much of a difference it makes to have every inch of a complex system “owned” by a specific team. I also like how Anna uses the term “technical estate” to describe the entirety of the FT’s systems. # 29th June 2020, 9:33 pm
Company culture is the shared way everyone acts when you aren’t around to see it
The biggest thing people don’t appreciate about large companies is the basic productive unit isn’t an individual it is an engineering team with about ~8 members.
Spotify introduced the vocabulary of missions, tribes, squads, guilds, and chapter leads for describing its way of working. It gave the illusion it had created something worthy of needing to learn unusual word choices. However, if we remove the unnecessary synonyms from the ideas, the Spotify model is revealed as a collection of cross-functional teams with too much autonomy and a poor management structure.