A scaling team needs to have a shared mental model of the team's goals and operating principles. To achieve this, the team leader should facilitate successful team development by having a conversation on the operating principles and goals of the team, distilling the mission into two or three sentences, and testing team members' understanding. The team should be empowered to make decisions within the guard rails set by the leader. Ultimately, the leader's job is to set the team up for success so that they can eventually manage themselves.

Plato

Nicholas Clark

CTO / Founder at Divvy Homes

I helped a direct report get out of “Hero” mode

A "Hero" employee was struggling to get out of their default mode of solving any problem that arose. The manager took action by offering the employee opportunities to grow and fill the space left by them moving to a new team with new hires and training. The lesson learned was that most "Heroes" end up in these situations due to bad onboarding and insufficient training, and it is the manager's role to guide them out of it.

Plato

Bruno Miranda

VP Engineering at Doximity

Principles of Successful Software Engineering Teams

Establishing tenets to guide software engineering teams is essential for their success. Tenets include shared code ownership, open discussion forums, work/life balance, writing reusable tools and reusing them, documenting, distinguishing between prototypes and MVPs, leaving things better than you found them, learning new tools but choosing wisely when to use them, teaching what you learn, and learning from mistakes and adapting.

Plato

Cliff White

Chief Technology Officer at Accellion

What is the Ideal Junior to Senior Developer Ratio? And How to Get There?

When building a development team, it is important to consider the ratio of junior, mid-level, and senior developers. A pyramidal structure with three juniors per mid-level and four mid-levels per senior is ideal, but the exact proportion should be adjusted to the company's needs. Mid-level developers are an essential part of a well-balanced team, and juniors should be encouraged to help each other and exchange ideas. Metrics and tracking working hours can help allocate resources more effectively.

Plato

Neil Mitchell

Head of Platform Engineering at Valley National Bank

Growing Your Engineering Team: Creative Alternatives to Traditional Outsourcing

This article outlines the process of finding a partner to scale a team outside of a major tech hub. The author suggests creating a priority checklist to vet potential partners and establishing a partnership structure that allows the partner to be an extension of the existing team. The author also discusses the importance of building relationships with the partner and reiterating the importance of face-to-face interactions. The main takeaway is that the partnership needs to be continually managed and driven in order to be successful.

Plato

Krishna Aerabati

Director, Software Engineering at Relativity

Creating OKR’s for the First Time

This article outlines the process a company went through to create OKRs. They read a book on the topic, had brainstorming sessions to come up with objectives, and broke them down into quarterly goals. They learned that it is important to design OKRs at the right time, have milestones for measuring success, and identify the teams that are best for the objectives. They also knew that they wouldn't get the process right the first time, but they still needed to start somewhere.

Plato

Julia Graham

Product Manager at Airbnb

Estimation Spreadsheets That Map Resources

This company had a lot of ambitious redesign projects at the start of the year, but they over-committed themselves and had to put in place a new process. This process involves product and engineering teams breaking down components for each platform, creating estimation spreadsheets, and replanning 2-3 weeks before starting work. The company also learned to take a high-level goal approach when constructing product due dates and milestones, and to start with a design of the ideal state and then consider the resources available to achieve it.

Plato

Iman Rahmatizadeh

Engineering Manager at Google

Breaking the Ice: Navigating Cultural Differences and Building Relationships

An engineer with an H-1B visa experienced culture shock when he immigrated to the United States. His leader empathized with him and developed a plan to help him build relationships with his team and improve his English. As a result, the engineer became a top performer, is close to a promotion, and is much happier. The leader learned that it is important to help with outside problems in order to have a happier and more productive team.

Plato

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Bridging the Gap: Cross-Cultural Comm. & ML Expert | Data Engineer | LLM & AI Strategist | Fostering Global Collaboration

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Alex Khadiwala

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Engineering Leadership

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Latest Stories

Ringo Tsang

Engineering Manager at

Transitioning to a Safety and Quality Organization

This article discusses the challenges and benefits of transitioning to a safety and quality organization within an engineering team. The importance of flexibility and teamwork in a dynamic engineering environment is emphasized, as well as the challenges of transitioning to a new tech stack and training junior team members. The difficulty of tracking wins in QA and quantifying the value of QA work is also discussed. The engineers highlight the importance of resilience and teamwork in a QA organization. By emphasizing flexibility, teamwork, and a focus on metrics, engineering teams can successfully navigate this change and drive improvements in product safety and quality.

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Ringo Tsang

Engineering Manager at

Balancing Work and Parenthood: Strategies for Engineering Leaders

This text provides tips and strategies for engineering leaders on how to balance the demands of work and parenthood. It emphasizes the importance of managing team expectations, delegating responsibilities, fostering career growth, and effectively managing time zones. The text concludes that with careful planning, effective communication, and a supportive team, it is possible to successfully navigate the challenges of parenthood while excelling in an engineering leadership role.

Plato

Sherman Poon

CIO /Partner at Blockchain, Media, AI and Medical Services Startup

Software Developer for 18 Years: What’s Next?

After 18 years in software development, professionals may find themselves at a crossroads, particularly in high-cost cities in the East. While staying in a technical role for a lifetime is seen as honorable in the West, economic pressures and societal expectations in the East can make it challenging to maintain a comfortable lifestyle as a developer. The escalating costs of living and competitive job market push many developers to advance beyond the technical track into roles like project management or team leadership. Additionally, the fast-paced nature of the tech industry and the influx of younger talent with new skills can make it difficult for senior developers to stay competitive. As a result, exploring new avenues such as technical leadership, specialization, management, entrepreneurship, or consulting and mentorship becomes crucial for maintaining financial stability and career satisfaction. The key is to recognize the unique challenges and opportunities presented by the cultural and economic context and align one's next steps with personal aspirations and market realities.

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Daniel Woolfson

Senior Engineering Manager at The Engineer Experience

Effective Strategies for Managing Remote Engineering Teams

Managing remote engineering teams is crucial in today's evolving work landscape. This article provides insights into best practices and proven strategies for overseeing dispersed engineering teams. It emphasizes the importance of clear communication channels, leveraging project management tools, promoting a collaborative culture, providing adequate support and resources, emphasizing results-oriented performance, and regularly assessing and adapting strategies. By implementing these tactics, managers can navigate the challenges of remote team management and drive success in the remote work environment.

Plato

Limor Bergman Gross

Executive Coach at LBG Consulting Service Ltd

Navigating the Challenges of Transitioning to an Engineering Manager Role

Transitioning to an engineering manager role comes with its own set of challenges, but by being strategic, building relationships, and advocating for oneself, success can be achieved. It is important to proactively plan one's career and advocate for personal growth and development. Building relationships with key stakeholders and finding allies within the organization can greatly help in advocating for oneself and influencing change. Understanding the motivations of others and aligning interests can also aid in gaining support for ideas. If promotion opportunities are limited, focusing on expanding responsibilities and taking on more challenging tasks can showcase potential for future growth. Seeking out mentors within the organization can provide guidance and support throughout the career transition process. Overall, being proactive, building relationships, and advocating for oneself are key to navigating the challenges of transitioning to an engineering manager role.

Plato

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