Why Great Engineering Managers Matter
Engineering Impact is a weekly newsletter that highlights trends in engineering leadership, productivity, culture, and scaling development teams.
This week features posts on: Leadership, Performance Management, Culture, Self-Reviews, and Code Review.
Leveraging resources from Gallup, Google, Daniel Pink and others, Katie Womersley (Director of Engineering at Buffer) elegantly points out four reasons why great managers are key to an organization’s long-term success.
Will Larson, Head of Foundation Engineering at Stripe, breaks down the three steps to building a performance management system: designing career ladders, incorporating performance designations, and putting it all into practice with performance cycles.
“Remote” and “Distributed” may be used interchangeably, but they’re not necessarily the same thing. Mark Schall, Lead Developer at Detroit Labs, defines the two terms here — but the key takeaway is that companies need to be more about what they expect, and what they support.
Cate Huston, Engineering Manager at Automattic, offers a list of questions she uses to evaluate how well managers on her teams are doing and to pinpoint areas for coaching.
This two-part series delves into 7 common team dynamics to look for in the code review process – they may point to ways you can help your team by debugging the process.
Ben Thompson is a co-founder at GitPrime where he leads design and customer experience. He is a Y Combinator alumni, with a background in product design, branding, and UX design. Follow @thebent on Twitter.
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