I was recently asked this question by a friend considering a move into engineering management. It's been a few years since I've asked myself this question, and I find it interesting how my perspective on this has changed over the years. Before I begin, I'd like to note that I

As organizations evolve and software grows, so does complexity. Learning how to identify and curb complexity is a core skill to develop as an engineering manager. Unconstrainted complexity inevitably results in suboptimal outcomes, such as: * A slowdown in a team's ability to accurately assess a problem or deliver a solution

I received a question a few weeks back on if I used a coaching framework and which one. My response was that I use a framework of my own design: a combination of SWOT analysis with OKR-style reporting. At the time, it didn't seem satisfying as an answer. The reality

What is the role of an engineering manager? At a high level, it's to deliver value, keep the engineering team engaged, and retain and grow direct reports. But let's unpack this a little further. This means ruthlessly prioritizing while simplifying complexity and promoting deep work. Tactically, an effective EM knows

How can I, as a middle-aged and CIS white guy, support diversity within the engineering department and throughout an organization?

What makes a senior developer? Certainly not seniority. So what are are the qualities and behaviours that earn the trust and respect from engineers across the floor? I might come back to this in a couple of years and laugh, but this is my criteria in 2020. 1. They live

At the risk of coming off hokey, I'll give this a shot. If nothing else, I'll be back in a year to see how I've changed. * Our 1:1 is primarily for you to get the most out of your time on our team, so that comes first. But it's