In my journey into management, I've found that self-awareness and clear communication are key. Tools like the 'Working with Me' document really help set expectations and make collaboration smoother without micromanaging. Regular check-ins, open feedback, and balancing data-driven insights with gut feelings support both personal and team growth. This post also includes my own 'Working with Me' document as an example, but also to give you a better idea of how I operate.
In this blog post, I share six key lessons I've learned from my journey into management. You'll discover the challenges of transitioning from hands-on work to leading a team, the importance of avoiding micromanagement, and how to prioritize team outcomes.
In this blogpost we delve into the challenges and resilience required in leadership during the tech industry's fluctuating landscape. This post navigates through personal layoffs experiences, offering insights into maintaining team spirit, navigating change, and learning from adversity. From Costa Rica to Berlin, it shares valuable lessons on empathy, resilience, and the continuous journey of growth amidst uncertainty.
Navigating the complex intersection of effort and result, it becomes evident that focusing on the most impactful activities for you and your team is essential.This process-centric mindset resonates deeply within the realm of software development, where creativity, innovation, and focused collaboration intertwine to weave the fabric of groundbreaking products and solutions.
Techniques for leveraging Impostor Syndrome to enhance your role as a manager while emphasizing the significance of embracing discomfort, fostering self-awareness, and cultivating a culture of continuous learning.
This blog post delves into the defining traits that set Good Engineering Managers apart from their less effective counterparts. It explores key responsibilities such as technical debt management, resource allocation, and fostering a culture of openness, while also shedding light on the pitfalls that Bad Engineering Managers often fall into, including neglecting long-term technical health and creating a culture of fear and silence.