Engineering Leaders Hub | Multiply your talent and revenue
How do I onboard an Engineering/Tech Manager ace ♣️ in just 3 months? Do this:
1️⃣ Decide how much of Technical/Delivery, Leadership and Process scope you plan to assign to this #role (❌not all the 3 at once, please!)
2️⃣ See the Top 10 Interview Questions to Help You Make the Right Bet.
3️⃣ Captain Obvious: No generic job desc.
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.
“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.
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.
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.