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
Intereview
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
Techblog:
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!