Dump of my blog topics

Posted on Thu 01 December 2022 in Notes

Blog topics

Lessons from parenthood for engineering leadership

Navigating through chaos / Interruption driven development How to get better at it or embrace chaos

Onboarding for new EMs Remote first and onboarding

Tech hiring. Good and Bad

DB - memory Performance - reviews Everything is tied around people.

Reset & recharge - humans need it too just like devices!

Design patterns against people


what it is like to be a woman in tech in a leadership position

Promotion justification: Vijesh example

What does my day look like How many hours I work weekly?

How do I manage side projects

How do I run my 1:1s

Working with product, principal, coach

Experience coming from a non Python world

Working closely with QA

How much do I know for my team - infra, python, tech, code, product,

B2B vs B2C

How do people absorb information - filters applied all the time. We need to repeat and then people process based on how they hear

Working with the services team

Metrics vs no metrics

How did I work in the absence of PO and AC

Performance review notes captured in slack

How do I organise myself —> slack

Strength finder

WWCode fellow experience

WWCode —> what worked, what did not

What to learn series

Values & culture round —> how do I judge candidates What is red? How do I update my notes with supporting answers What questions to pick —> pick questions that I am comfortable with and clear on red flags.

My authentic leadership style

Be selfish

My areas to improvements

Mistakes I have made

Reverse mentoring

What do I look for in CV?

What do I do in my EM screen call?

Knowledge sharing x10

Do what matters

Lightbeam topics

Things that I am proud of

What is next for me

What do I do when I get a break

35 things before 35 Mentioned in Forbes

Bucket list

Newsletters I follow

Lessons from leaddev

Leader vs Manager

Polling vs web sockets

How to identify gaps BelleSukanya Jak

STAR situation task action result

Zero to one and my dunning Krueger effect.

Career FOMO - initial years easy to get promoted. Later years, it is hard.

How to be a tie-breaker? EM question.

Marshmallow challenge and analogy to the architecture

Interview burnout

Babysitting the team How to communicate 1:1 to people and see if they self-organise? Ramp up the team at the same pace as I want to grow

Take criticism as feedback: Great critics from Jesus. Fighting with critics

Unlearn from having to do every item from checklist to get to next level

BICEPS Belonging, improvement, choice, equality, predictability, significance

How to make time for conferences? https://anaconda.slack.com/archives/C042Q107AA0/p1669118882385749

How to have healthy PR conversations? You deserve to be paid fairly with regard to the level you are at and the work you do. You deserve to be leveled properly based on the value you contribute. Every worker deserves this. Also, when you are tracking the work you've done, you can have a long list of things you did (activity), or you can have a long list of outcomes you made happen (value delivered). You will get paid / promoted on value you delivered. (If you are in a healthy system.) 

Negotiating raises: I have many thoughts on raises, but my tactics vary depending on my company and my role. In very early stage startups, there are usually no salary bands, not guidance, nor any formal review process. In those situations, I ask my boss for raises often, generally after I do a thing that brings a lot of value to the company. In more mature companies, where there are review processes, salary bands and the like, I find it's more about advocacy for myself and what I have done within the context of the company process. I always want to be sure I'm fairly leveled compared to my peers. Also, having others advocate for you is important. Who are your allies? How do they help highlight your contributions? When you work on off-team efforts (guilds, hiring revamp, etc.), who sees that work? Are they relaying feedback to your manager, etc.? I know it can feel tough to advocate for yourself, and that it takes practice doing that for it to feel less icky. But I often coach my engineers to do just that. Understanding the value of your labor in the market is important. Knowing what others who do what you do make in your region is important.

Motivation - Hygiene theory at work Motivation factors include: challenging work; recognition for one’s achievements; responsibility; the opportunity to do something meaningful; involvement in decision making; and a sense of importance to the organization. On the other hand, hygiene factors include: salary; work conditions; company policy and administration; supervision; working relationships; status and security.

ADHD and emotional intelligence


S3 migration from EFS AS tech concepts, mirroring, eve, sbom Kendo PoC BDD QA

1:1 prompts: How much of personal information to share?

career aspirations: B's expectations: move to L3. find ownership side effects, things out of scope. mature enough. skills for L3 not just tech skills. kill the repocore tiger team, kill the codebase focus on the learning curve. build reselience from the mental state. be ready for ambiguity, navigating conflicts. find balance with ways of working. FOMO, get over it. trying to read all PRs. wants to be a valuable team member. trying to achieve everything in short span of time. FOMO define priorities. ownership vs career path. timing is important. burnout can be real, frustration can happen. B's interests: always looking into TM PR. F is on leave, so Burak could step in? finding areas of impact - needs help. new areas or old areas signature verfication - old topic revived and delivered very fast. very good onboarding topic. fullstack experience was very helpful. impact: how much of A's workload can he share? can B be the goto person

how to encourage teams to talk?

how can we make scope more clear without knowing questions in people mind?

it was a very internal meeting, i thought people were less shy about questions but still..

  • start with the assumption that nothing is clear to people
  • try to conclude the meeting with a summary, leave ample time during the meeting to summarise and follow up with questions
  • the summary and follow up part can also be done async, doesn't have to happen during the meeting itself
  • while summarising, either ask someone to summarise or if you were to do it, then ask people to rate the summary in terms of thumbs up or down.
  • when it is obvious there are gaps, ask people to responf proactively.
  • keep repeating yourself!