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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.
At work, do you need to be a stronger weightlifter to outdo more senior guys? Not necessarily. The difference lies in learning.
Top picks of Engineering Management and Leadership
Stay focused and invest your time into improvements of a bigger scale. Don’t stay at the level of resolving small daily issues, which results in hundreds of items in your Trello to-do list.
Oftentimes I hear stakeholders or PMs complaining that the engineering team repeatedly fails to complete their work on time. They would push even harder on deadlines assuming that that would help. In reality, it only creates additional tension that helps no one. They would also try adding artificial buffers, further complicating the problem.
Our unique way of supporting our staff to be creative and promoting ideas which go beyond the collective work plan, but which can largely influence the operation of the company or product development itself.
In engineering management, my vision is to create a productive software delivery environment that developers are proud to work in, with a focus on tangible outcomes across the company.
My humble effort to put the topmost indicators of what defines great software companies in the first place.