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Recognizing and rectifying your mistakes as an engineering leader
Openly acknowledging and accepting our faults
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Creating and sustaining motivation in engineering teams
Energizing and uplifting your direct reports
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Building and conveying vision
Until a certain point in your career you’re likely to be told the strategy for your company. If you need guidance, you’re able to look up to the people above you.
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Taking risks in production
Being an engineer, we all have at least one common thread: We like to build things. That is why writing code and architecting platforms that scale for millions of customers is appealing.
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Avoiding “shiny object” syndrome when building software
Technology is fast moving, and devops tools pop up like wildfire. Teams are desperate to solve their problems & often make implementation decisions based on word of mouth, “kick the tires” syndrome or superficial evaluations.
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Designing effective OKRs
When they work well, OKRs have the potential to be a powerful tool that can clarify vision at all levels of the business, all while providing autonomy for smaller functions to set their own goals and objectives.
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Finding potential in your interview processes
Hiring engineers is hard. And with over half of C-suite executives saying that the future of their company relies on being able to source engineering talent, making the correct decisions about who to hire has the potential to transform the fortune of your company.
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Tradeoffs on the road to observability
SRE and infrastructure engineering are about allocating adequate time to do project work that improves the long-term sustainability of our services. But what do we reward SREs for doing? Does your company have a culture of "not invented here" or the converse of "ask the consultants to design it for us"?
