The Engineering Manager

The Engineering Manager Substack offers guidance and insights for engineering leaders at various stages of their careers. It covers strategies for managing teams, personal growth, decision making, leadership principles, remote work practices, and balancing professional and personal life. The content aims to support current and aspiring leaders in creating effective, fulfilling, and sustainable engineering environments.

Leadership Development Team Management Career Growth Decision Making Productivity Remote Work Work-Life Balance Engineering Culture Personal Development Communication Strategies

The hottest Substack posts of The Engineering Manager

And their main takeaways

Trifectas go all the way up

10 implied HN points • 27 Jan 24
💼 Business Leadership Collaboration Decision-making Accountability
  1. Trifectas, consisting of engineering, product, and UX, are powerful for creating scalable and beautiful products.
  2. Trifectas should be present at all levels of an organization to prevent siloing and ensure cross-functional collaboration.
  3. Having trifectas all the way up the org chart leads to clear accountability, balanced decision-making, quick issue resolution, and a structured roadmap.
Get a weekly roundup of the best Substack posts, by hacker news affinity:

Growth in a downturn

9 implied HN points • 08 Sep 23
💼 Business Career development Management Professional Growth
  1. In uncertain times, focus on what you can control, like supporting your team's growth.
  2. Avoid making promises about outcomes you can't control, instead focus on building trust and providing support.
  3. Invest in increasing your impact, even if you can't control the scope of your role.

Removing uncertainty: the tip of the iceberg

12 implied HN points • 26 Nov 22
  1. Aim to reduce uncertainty continuously throughout a project to ensure successful execution.
  2. Building the underlying infrastructure and support systems is essential for a successful and simple end product.
  3. Utilize strategies such as prototyping, clear contracts, and shadow deployments to minimize uncertainty and improve predictability in software development.

What are leading and lagging indicators?

1 implied HN point • 20 Aug 22
  1. Leading indicators help understand future performance.
  2. Lagging indicators help understand past events.
  3. Understanding the relationship between leading and lagging indicators is essential for success.

Remote-first communication at Shopify

1 implied HN point • 29 May 22
  1. Shopify practices remote-first communication.
  2. Shopify's remote engineering culture includes treating everyone as remote, the Vault, livestreams, establishing norms, and staying connected.
  3. For more details, check out the book 'Effective Remote Work'.

Delegation

0 implied HN points • 04 Aug 17
  1. Delegation is essential for managers to increase team output and focus on strategic decisions.
  2. Managers should measure their output based on the output of their organization, not just their personal work.
  3. Delegating effectively involves understanding the task-relevant maturity of team members and coaching them to higher skill levels.

Doing interviews: the other side of the table

0 implied HN points • 12 Sep 17
  1. Interviews are important to assess technical skills, cultural fit, and suitability for the role.
  2. Consider keeping the interview process efficient with 2-3 stages like actual interviews and an optional take-home test.
  3. Decision-making on hiring should consider feedback from all interviewers to determine if the candidate is a definite hire or not.

Keeping your 1 to 1s fresh

0 implied HN points • 18 May 18
  1. 1. 1 to 1 meetings can become mundane if not kept engaging with fresh topics and ideas.
  2. 2. Key ways to keep 1 to 1 meetings interesting include discussing personal development, goals, and technology interests.
  3. 3. Adding variety by changing locations, letting the team member lead, or going outside for a walking meeting can boost engagement in 1 to 1s.

Rockstars and superstars

0 implied HN points • 29 Sep 17
  1. There are two main career tracks for engineers: individual contributor (IC) track and management track.
  2. Rockstars are focused experts who thrive on depth of expertise, while superstars thrive on variety and new opportunities.
  3. Managers should identify if their high performers are rockstars or superstars to provide a motivating environment for them.

Your levers: scope, resources and time

0 implied HN points • 14 Nov 17
  1. When managing projects, you have three main levers: scope, resources, and time.
  2. For successful project delivery, it's important to balance the needs of commercial, product, and engineering teams.
  3. By being transparent and making well-informed decisions using the levers of scope, resources, and time, you can prioritize effectively and manage projects efficiently.

Why I couldn't write a manager README

0 implied HN points • 08 Jun 18
  1. Writing a manager README can be challenging and may feel trite or similar to others' writings.
  2. Some believe that adaptability should be on the manager, not the direct reports.
  3. For some, a short and personal approach may work better than a detailed document when communicating with direct reports.

Is the HP Way still relevant today?

0 implied HN points • 21 Jul 18
  1. Establishing and enforcing code consistency is crucial for maintaining a codebase.
  2. The interpretation of management standards varies widely due to the human aspect of management.
  3. Defining and adhering to company values can unite and guide employees effectively.

Zoom: An IPO Done Right?

0 implied HN points • 28 Mar 19
  1. Zoom's IPO filing revealed they are profitable, a rarity in the tech world where companies typically operate at a loss for growth.
  2. Zoom prioritizes user experience by requiring users to download native applications for better quality service.
  3. Zoom runs their services from 13 co-located data centers globally, demonstrating a unique approach in the tech industry.

Is software literally eating the world?

0 implied HN points • 21 Mar 19
  1. Consumers are becoming more conscious of the environmental impact of the products they buy, favoring sustainable options.
  2. The rise of technology and cloud services introduces new challenges in ensuring environmental sustainability and transparency.
  3. As technology creators and consumers, we should advocate for transparency in the environmental practices of large cloud providers and ensure they are contributing positively to the planet.

Growth, but at what cost?

0 implied HN points • 07 Mar 19
  1. Growth should not come at the cost of employees or negatively impact society and the planet.
  2. Obsession with growth can lead to poor business behavior and culture.
  3. We need to redefine success in the industry to prioritize meaningful work, employee well-being, and long-term sustainability.

Working from home: the yin and yang

0 implied HN points • 07 Feb 19
  1. Adjusting to working from home can be a significant transition, especially with physical and mental challenges to consider.
  2. Creating a comfortable and ergonomic workspace is crucial to avoid physical strains like RSI.
  3. Maintaining a healthy work-life balance, staying productive, and addressing mental challenges are key when working remotely.

How to share just enough information

0 implied HN points • 31 Jan 19
  1. Know the different levels of information: known knowns, known unknowns, and unknown unknowns.
  2. Consider how to deliver sensitive information like bad news with transparency, empathy, and respect.
  3. Find the right balance in sharing information by categorizing it into confidential, closed box, and open box, and make sure to share just enough.

Flexibility is the greatest perk

0 implied HN points • 03 Jan 19
  1. Flexibility in work location and hours is a highly impactful perk for employees.
  2. Office perks like snacks and games are becoming less important for attracting and retaining staff.
  3. Offering flexibility in working conditions can lead to increased productivity, happiness, and staff retention.

Collaborating with marketing on launches

0 implied HN points • 29 Nov 18
  1. Avoid risky 'big bang' launches by planning for usage, using feature flags, load testing, beta programs, and shadow loading.
  2. Improve collaboration between engineers and marketers by asking key questions about the launch's purpose, critical deadlines, contingency plans, and target audience.
  3. Focus on transparency and communication to ensure smooth software releases, including providing estimated timelines, supporting marketing activities, and involving marketers in sprint reviews.

How to tackle technical debt

0 implied HN points • 15 Nov 18
  1. Engineers should take the initiative to address technical debt issues early on and communicate the impact effectively.
  2. Constructing clear and persuasive arguments for addressing technical debt is crucial to gaining support from non-technical stakeholders.
  3. Balancing feature development with periodic focus on tidying up and refactoring technical debt can help maintain productivity and prevent major issues in the long run.

The Rebellion Against China's 996 Culture

0 implied HN points • 18 Apr 19
  1. Working 996 (9AM to 9PM, 6 days a week) is a prevalent but controversial practice in Chinese tech companies.
  2. Tech workers in China have protested against the 996 culture through the 996.ICU website on Github.
  3. Efficiency and strategy, not overwork, should be the focus to succeed in the long run.

Does the UK Really Think it Can Police the Internet?

0 implied HN points • 25 Apr 19
  1. The internet has evolved, making it easier to share and find content, raising questions about the need for more regulation.
  2. Social media platforms are facing pressure to regulate harmful content, blurring the lines between being a platform or a publisher.
  3. Governments are responding with new legislation to hold tech giants accountable for the content shared on their platforms, but challenges remain in enforcement and defining what constitutes harmful content.

Cadence

0 implied HN points • 19 Nov 17
  1. Cadence, or the rate at which you deliver projects, is crucial for maintaining predictability and efficiency in your team.
  2. Just like cyclists find their optimal cadence for pedaling, leaders need to define the right delivery pace for their department based on various factors like industry, competition speed, and executive expectations.
  3. Maintaining a steady cadence is important for keeping marketing, sales, and engineering teams aligned, confident, and productive.

Coding Bootcamps: a Glimpse at the Future of Education?

0 implied HN points • 09 May 19
  1. Traditional education institutions have high barriers to entry, such as costs and competitiveness.
  2. Online tools like Khan Academy and coding bootcamps are changing the landscape of education, offering new opportunities for learning.
  3. The future of education might involve a blend of traditional institutions and online platforms, providing more accessible and diverse learning options.

My book has been released in beta

0 implied HN points • 11 Jan 20
  1. The author's book on software engineering management has been released in beta with early access to 240 pages.
  2. Writing a book has been a reflective and rewarding experience for the author, helping him grow and share his knowledge.
  3. Continuous practice and effort are key to developing writing skills, and aspiring writers should focus on consistent training and improvement.

Dealing with different personalities

0 implied HN points • 21 Jan 18
  1. Understand different personality types for better interactions and communication.
  2. Adapt your behavior and role to enhance collaboration and decision-making in a team setting.
  3. Be mindful of personality differences in meetings to ensure everyone feels respected and considered.

Competitive sitting and leaving loudly

0 implied HN points • 21 Jun 18
  1. Competitive sitting in the office can create unnecessary anxiety and stress among employees.
  2. Promoting a culture where leaders leave loudly can help reduce presenteeism and encourage a healthier work-life balance.
  3. Managers and leaders should lead by example and ensure their actions align with the workplace culture they want to promote.

Letting go of control

0 implied HN points • 03 Mar 18
  1. Accept that each day as a manager will be different and that's okay.
  2. Understand that your output as a manager might not be as tangible as it was as an individual contributor.
  3. Learn to delegate effectively, create breathing space for yourself, and get involved in broader initiatives to be a more effective manager.

Chits

0 implied HN points • 27 Feb 18
  1. Preconceptions about employees' actions can affect judgement and managerial decisions
  2. Consider giving flexibility to employees based on trust and performance, like earning 'chits'
  3. Offer flexibility in areas like working from home, start/end times, time off, and project choices based on performance

Influence

0 implied HN points • 10 Mar 18
  1. Being influential as a leader is more than just managing; it's about inspiring others and creating a positive impact within and outside the organization.
  2. Growing your influence starts with delivering results, communicating effectively, and standing up for your team's best interests.
  3. To become an influential asset for the whole company, continue delivering high-quality work, give talks, expand your network, and be a role model.