We announced CTO Craft Learn at the conference - this is a new initiative we’re building out at the moment, including Masters, self-paced courses on a variety of engineering and leadership topics, and Labs, in-depth instructor-led workshops. Learn will launch in Feb 2021, but we’re already taking pre-orders at an early-bird price, so if you’re interested in getting involved, check it out now:
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Engineers are often frustrated that their management “treats us like fungible resources when we’re unique humans.” On the other hand, engineers usually view individual ownership as a managerial failure, “critical systems need to be owned by teams not by individuals.
To get ahead in the workplace, you have to be seen. Being visible at work allows employees to demonstrate their skills, land prominent assignments, and build strategic relationships. For women, however, the importance of visibility creates a conundrum.
Whether you’re launching your first employee survey or your twentieth, how you communicate each survey to your employees is essential. Clarity about the survey process leads to good participation, which leads to actionable data that enables you to make better decisions.
Running a 1:1 can be quite tricky, especially if you’re new to the whole management game.
In order to help ourselves (and let’s admit it mostly our founders) our instructional designer Joshua has developed this framework that helps you to dive deep in your 1:1s but also keep a good handle on time.
Last week I got a question from one of my all-time favorite executive coaching clients. At the beginning of the call, the first thing he said was, “I’ve got to ask you a question. Is everyone you’re talking to feeling exhausted?” I didn’t need to think about that one at all.
There is a lot written about the importance of scaling as a founder in a fast-growing startup. Most of it focused on the CEO role. The generic advice on leadership also applies to other non-CEO roles, but I could not find a lot of content targeted to technical founders.
Defining and measuring programmer productivity is one of the most difficult parts of an engineering manager or CTO’s job description. When everything you do is intangible, how should you measure it? Can it be measured at all?