Good job
What is a good job?
Good job
we need to reframe reflection time as a key leadership activity.
Pat Kua • Three ways to make time for reflection as an engineering leader
.staffengineer .systemsthinking
Something you’ve probably heard if you are part of a team is concerns around focus:
🙅🏻♀️ “we’re working on too many things”
😵💫 “priorities change quickly”
🙄 “we forget about things that were supposedly important a quarter ago”
✨ “we get shiny object... See more
claire vo 🖤twitter.comAt the end of meetings, recap each action item and who owns it. Signals the importance of action items and gives people the room to make any corrections to them. Everybody knows this, but few do it. Leaders who build the confidence & discipline to do it appear 20% more competent.
Shreyas Doshitwitter.comMake Consequences Clear Before Firing
- Tell underperformers clearly that their job is at risk if they don't change and document the warnings per HR requirements.
- Make consequences explicit rather than trying to fix personal issues for them.
Transcript:
Dave Smith
I agree it's not your job to fix their personal issues, but it is your job to make sure
Soft Skills Engineering • Episode 474: I Hate the Idea of Firing a Low Performer and Cheaper Context Switching
I've just finished my 8th interview with a (large) company. I asked my interviewer what are the characteristics and behaviours of a successful senior engineer at the company for "getting things done" and having impact. He said "Your job as an engineer is to put management into a
Tweets From Satnam Singh · @satnam6502twitter.comBroken steering is a metaphor for that feeling at work where your actions seem to have no impact. Turn the wheel, car still goes straight. This is rare in blue collar work: the car got assembled, now you have car. It is common in knowledge work: you sent some email, so what?
Emmett Sheartwitter.comOne of the most consistent observations I’ve had in my time in startups, scale-ups, and public companies is that smart people with context on a tricky situation almost always know exactly what they need to do.
Teams obsess about company strategy, about data, and about frameworks for decision-making. But I’ve found that for most operational decisions
... See moreStay SaaSy • You Know What to Do
I'm consistently surprised by how the single act of doing this as an eng manager or product manager makes incredible waves:
Send an email explaining what your team did the past 1-2 weeks, what your plans are for the next period, blockers & lessons learned.
Every. Single. Time.
Gergely Oroszx.comIf you can break a complex problem down into pieces that can be understood and shared across people or teams, and turn an impossible project into a concrete roadmap, you can show the kind of broad impact that drives senior promotions.