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Reasoning About Leverage in Engineering Organizations

Newsletter

Reasoning About Leverage in Engineering Organizations

Engineering Impact is a weekly newsletter that highlights trends in engineering leadership, productivity, culture, and scaling development teams.

This week features posts on: 

  • Reasoning About Leverage in Engineering Organizations
  • Pitfalls When Transitioning from an Individual Contributor to a Technical Manager
  • Reframing How We Think About Production Incidents
  • How to Spot the Signs of Burnout in Yourself—and What to do Next
  • The Silent Meeting Manifesto — Making Meetings Suck a Little Less

DECISION MAKING

Reasoning About Leverage in Engineering Organizations

Bill de hÓra, Head of Information Systems Architecture at Zalando, shares an insightful approach to framing discussions about technical investments by considering “leverage,” “lift,” and how the investments affect overall outcomes for the engineering organization.

Read the full post [10 min]

LEADERSHIP

Pitfalls When Transitioning from an Individual Contributor to a Technical Manager

Here’s a comprehensive look at three common issues that can compound when neglected and make a technical manager’s job unnecessarily hard: “the responsibility virus,” “not recognizing management works on different systems,” and “appreciating group dynamics.”  

Read the full post [4 min]

CULTURE

Reframing How We Think About Production Incidents

Shubheksha Jalan, Backend Engineer at Monzo, with some pointers about how teams can “humanize bugs” to create a more blameless culture and help new engineers quickly feel comfortable contributing to the team.

Read the full post [2 min]

WORK

How to Spot the Signs of Burnout in Yourselfand What to do Next

This month, the World Health Organization (WHO) recognized burnout as an official diagnosable condition. Here, a pioneer in the field of burnout research identifies six causes of burnout—including “weak or nonexistent community” and “lack of recognition”—and explains how to help yourself when you’re on this path.

Read the full post [6 min]

MEETINGS

The Silent Meeting ManifestoMaking Meetings Suck a Little Less

David Gasca, Product Manager at Twitter, with a “part workbook, part guide” to using Silent Meetings in a team. (“’Silent Meetings’ are meetings where most of the time is spent thinking and discussing the topics at hand.”)

Read the full post [3 min]