Engineering Leaders Hub | Multiply your talent and revenue
No strategy → no focus → no improvements → no differentiators → no happiness in what I do → back to employee mode. Having no strategy in mind leaves the door open for competitors and partners to swiftly outpace me. In just a single year, I could find myself back in employee mode, overshadowed by those who planned more strategically.
What’s the purpose of having expensive highly performing teams if they don’t work on things that matter the most, having 60% off-roadmap contribution?
A well-crafted battle plan is your strategic compass when navigating the competitive landscape of client engagement. It ensures you’re armed with the right strategies, enabling you to conquer challenges, exceed expectations, and emerge victorious.
Becoming a Successful Consultant: It’s Not Guesswork, It’s a Solid Battle Plan.
Achieving a $300,000 with My Central European Software Engineering Leadership Venture.
feel like my one-on-ones could work better. There is room for enhancement, not sure where or how.
Are you grappling with uncertainty when it comes to introducing a Staff Engineer role within your organization? Do you wonder about their work’s scope and how they can truly amplify talent? Perhaps you’re even pondering questions like their programming involvement and how to harness their abilities from day one. If these thoughts resonate with you, this pamphlet offers guidance and sheds light on these topics.
“I have no time to grow my teammates. We have to deliver
… I can’t keep up with the pace anymore.” 😔
Life is fun! Joining a new company in April 2020 couldn’t have been easier: The Prague HQ office got closed due to the virus whose name we shall not mention. That said, all my individual introductions with engineers, team leads, my peers, and the leadership board were done remotely, video only. How can I build a relationship with my folks in such a situation? Is it going to work? I was doubtful, as I knew building trust was going to be essential.
Practically speaking, after the OKR system is introduced to the company, most people have the impression of being on a runaway train. The Q3 goals have barely started and in two months we come to the end. We push goals over the finish line while, in parallel, we are supposed to start preparing the new Q4 objectives. Initiatives seem to have neither beginning nor end.