Management
Career Progression¶
| Link | Notes |
|---|---|
| Being visible | Why visibility matters |
| Being Glue | If you stop doing those things, the team won't be as successful. But now someone's suggesting that you might be happier in a less technical role. If this describes you, congratulations: you're the glue. If it's not, have you thought about who is filling this role on your team? |
| How to get promoted | Almost everyone who does great work toils in relative obscurity. Performance reviews are social fiction. How do people really advance through the corporate hierarchy? |
| Sending weekly 5-15 updates | A 5-15 report, spending fifteen minutes a week writing a report that can be read in five minutes |
| Performance Reviews for Software Developers – How I Do Them In a (Hopefully) Fair Way | Gergely Orosz's approach to preparing for and delivering performance reviews that are fair, build trust and motivate people |
| The Horrifically Dystopian World of Software Engineering Interviews | Coding interviews are broken |
| Salary Negotiation: Make More Money, Be More Valued | |
| Three crucial skills that leaders must develop to become executives | These skills include taking (almost irrational) career risk, learning to scale by trusting your team, and developing advanced soft skills. |
Managing People¶
| Link | Notes |
|---|---|
| re:Work | re:Work is a collection of practices, research, and ideas from Google and others to help you put people first |
| What It's Like To Work With Me As Your Manager | What I'm like, what it's like to work for me, what influenced me as a leader, and what I value |
| Manager's Playbook | Heuristics for effective management |
| Maker's Schedule, Manager's Schedule | For someone on the maker's schedule, having a meeting is like throwing an exception. It doesn't merely cause you to switch from one task to another; it changes the mode in which you work |
| This 90-Day Plan Turns Engineers into Remarkable Managers | 90-day plan for developers who transition into management. In this exclusive article, he breaks down this plan to help engineering leaders set their priorities, gain their footing, and assess their own performance so they can grow fast and start empowering others |
| Your first 90 days as CTO or VP Engineering | Tactical best practices for starting as a Chief Technology Officer or VP of Engineering |
| Teach by asking questions | Twitter thread from Gergely Orosz |
| 1-1 Topics |
Tech Leads¶
| Link | Notes |
|---|---|
| StaffEng Tutorials | Guides for reaching and succeeding at Staff-plus roles |
| Tech Lead Expectations for Engineering Projects | Gergely Orosz's framework:
|
| Lyft High Output Management for (Non-managing) Tech Leads | How to increase the sphere of influence |
| Pat Kua The Definition of a Tech Lead | Titles like Architect, Tech Lead, Team Lead and Engineering Manager provide endless confusion. This article explores the definition of the Tech Lead role |
| Pat Kua The Well Rounded Architect | Acting as a Leader, Being a developer, Having a systems focus, Thinking like an entrepreneur, Balancing strategic with tactical thinking, Communicating well |
| What do good Engineering Managers do? They taste the soup | The default mode of an engineering manager's work should NOT be to dive deep into every possible (implementation) detail - it's just not feasible |
| Thriving on the Technical Leadership Path | So what does the more strategic work of a very senior engineer look like? |