Limiting Work In Progress as a Manager

The demands on a manager’s time are endless and sometimes it feels like you’re being pulled in every direction at once. These demands can make it hard to focus, they make it hard to move from reacting to problems to anticipating them. In this article, I’d like to talk about how I’ve limited demands on my time, counterintuitively doing more with less.

The story

The very first thing I learned as a new manager was that if I didn’t put a block on my calendar at lunchtime, there was no guarantee that I would eat lunch that day. As an engineer, I thought I knew what it meant to take a lot of meetings, but my promotion brought with it a torrent of people who wanted to talk to me and had no consideration for how hungry I was getting.

A Neuroscience-Backed Approach to Team Building – The Async Review

A Neuroscience-Backed Approach to Team Building

For remote teams, there are more and more effective alternatives to Zoom happy hour than ever.

By Darryn King

Dec 14, 2021

neuroscience

team bonding

team building

zoom happy hour

Your Zoom happy hour is making everyone miserable…

When it comes to lazily replicating pre-pandemic work traditions, the Zoom happy hour might be the laziest.

10 Principles to Improve Decision-Making – The Async Review

10 Principles to Improve Decision-Making

An Insider’s View of how Netflix Makes Hard Decisions

By Gibson Biddle

Jun 23, 2022

An Insider’s View of how Netflix Makes Hard Decisions

In recent years, I’ve given a talk called “Wicked Hard Decisions” which has five “What would you do?” cases that provide an insider’s view of how Netflix made tough product and business decisions. I learned a lot while at Netflix and even more teaching these cases.

The 7 Roles of a CTO

This post is about me figuring out what a CTO does. I tried to be methodical and deep about it, and broke it down to a few different aspects.

It gave me some structure and helped talking about my responsibility, I hope it will be useful for more people

Why I started thinking about it?

On July 1st 2021, I started to work on building a startup with my partner Noam Bernstein. We both were 100% committed and made the expectation settings ahead of time, but didn’t decide what we will build.

“Sharing Interesting Stuff”: A simple yet powerful management tool

Today, I’d like to talk about a practice I introduced to the people I managed just a few weeks after joining Shipup. I didn’t know it would turn out to be something so useful.

The idea is pretty simple actually: Your direct report sends you something they consider worth sharing with you (can be a blog post, book chapter, video, podcast, …) and a few related questions they have in mind a few days before you meet together. On the D day, you share your opinion about it and try to answer the questions that go with it.

Stop Telling Employees to Be Resilient

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Lately, it feels like “resilience” has popped up as the answer to just about everything. Having a hard time because of a toxic environment? Just be resilient. Struggling to home-school your kids while working 50-hour weeks during a global pandemic? Try some resilience.

Resilience, or the ability to withstand hardship and bounce back from difficult events, is useful when it comes to work. But, too often, it’s presented in a way that overlooks structural issues and instead encourages employees to grin and bear whatever tough stuff comes their way — and to do so on their own, without disturbing their colleagues.

Prioritization Is a Political Problem as Much as an Analytical Problem

Product and engineering leaders tend to be analytical, and we think of prioritization as an algorithmic problem. Unfortunately, other execs see a different kind of problem…

Most of our tools and processes around product/feature prioritization are heads-down analytical: RICE, opportunity trees, Kano, count-the-digits, weighted 16-column spreadsheets, WSJF, Eisenhower, whatever. Our (hidden) assumption is that choosing the objectively best work is hard, but getting organizational buy-in is not so hard. That .

The Weekly CEO E-Mail

I got this email recently from a CEO:

“Hey Gokul, I want to start a biweekly newsletter to the entire co. I read your blog post on all hands. Was super helpful. Do you have any guidance or examples on how to best structure a regular written update?”

In a previous post, I talked about a company’s communication architecture being the CEO’s most important operational responsibility.

Spurred by the CEO’s request and following up on the earlier post, I’d like to deep dive into a specific element of a company’s communication architecture: a weekly or fortnightly email from the CEO to the entire organization. Most CEOs send emails to their organization on a one-off basis — for instance, to announce an acquisition. However, relatively few CEOs use emails to communicate many-to-one on a regular cadence.

The Product Manifesto | Silicon Valley Product Group

The Product Manifesto

The New Year always gets me thinking bigger picture. For some that means reviewing the company mission statement. For others, it means coming up with your annual or quarterly objectives. For me, I’m partial to the Manifesto.

A Manifesto is a public declaration of principles, beliefs and intentions. I like them because if they’re done well, they can serve as a concise complement to the product vision and strategy.

Ensuring Excellence – Silicon Valley Product Group : Silicon Valley Product Group

Ensuring Excellence

This has been a difficult article to write. That’s because there’s a very real risk of undermining what I would consider the most important message I try to advocate, which is the power and potential of empowered product teams.

But nevertheless, I think this topic has largely been missing from my writing, and it’s too important not to address.

How to Disagree

March 2008

The web is turning writing into a conversation. Twenty years ago,

writers wrote and readers read. The web lets readers respond, and

increasingly they do—in comment threads, on forums, and in their

own blog posts.

Many who respond to something disagree with it. That’s to be

expected. Agreeing tends to motivate people less than disagreeing.

And when you agree there’s less to say. You could expand on something

User Stories | Examples and Template | Atlassian

Summary: A user story is an informal, general explanation of a software feature written from the perspective of the end user. Its purpose is to articulate how a software feature will provide value to the customer.

It’s tempting to think that user stories are, simply put, software system requirements. But they’re not.

A key component of agile software development is putting people first, and a user story puts end users at the center of the conversation. These stories use non-technical language to provide context for the development team and their efforts. After reading a user story, the team knows why they are building, what they’re building, and what value it creates.

How to manage up in your team: Six steps for success

Maybe you felt awkward if you’re in a team with a hierarchical structure. Maybe you didn’t want to get ‘out of your lane’.

But what if you started thinking of managing up as support rather than control?

The team can be a great source of support and knowledge for leadership. They can provide the all-important context and direction that the manager can then bring to the rest of the team and project. We call this managing up, and it’s an effective way to boost your team, as long as you’re acting with transparency, empathy, and respect.

Anger and heartbreak on Bus No. 15

As American cities struggle to recover from the pandemic, Denver’s problems spill over onto its buses

By

June 6, 2022 at 7:59 a.m. EDT

DENVER — Suna Karabay touched up her eye makeup in the rearview mirror and leaned against the steering wheel of the bus to say her morning prayers. “Please, let me be patient,” she said. “Let me be generous and kind.” She walked through the bus to make her final inspection: floor swept, seats cleaned, handrails disinfected, gas tank full for another 10-hour shift on the city’s busiest commercial road. She drove to her first stop, waited until exactly 5:32 a.m., and opened the doors.

Cargo Culting Software Engineering Practices

Three months into my first Big Tech gig I was talking to a mentor about the overhead involved with the way the organisation worked. Meetings for standups, tech huddles, refinements, retros and product reviews; Processes such as limiting work in progress, desk checks, spikes, stories, and tasks. Coming from a startup we delivered high quality software without all of that labelled process. The mentor lent me his copy of Extreme Programming by Kent Beck, and that book gave me a framework to develop my own philosophy on software delivery and engineering practices. Since then I’ve followed Beck’s writings and talks.

Guiding Principle: Consent Over Consensus

Guiding principle in effective product development culture.

Unilateral decisions lead to false progress.

When decisions are made unilaterally, it tends to lead to false progress. You’re unlikely to have buy-in and you miss out on any perspective that the broader group might have had.

Unilateral decisions tend to lead to false progress

Consensus leads to slow decision-making.

When decisions are made by consensus, decisions can take a long time, and may never resolve. The more people that are involved in a consensus decision, the worse this will get.

Introducing PinFlex: Pinterest’s Model for the Future of Work

Jeremy King | Senior Vice President, Engineering

Two years ago, as I was closing in on my first annual “Pinniversary” as the Chief of Engineering at Pinterest, our offices closed, and work (read: life) as we knew it changed abruptly. As we all adapted to the drastic changes around us, we learned a lot about what was working and what wasn’t in the workplace. The benefits of working flexibly and our ability to be productive from anywhere empowered us to do our jobs well while eliminating long commutes and allowing us to be more present than ever before for important moments with family. We also realized the value of intentional in-person touchpoints with colleagues to build culture and drive collaboration. Two years later, and three years since I joined Pinterest, I’m excited to share that we’ve announced PinFlex, a uniquely Pinterest work model that provides employees the autonomy to live and work with flexibility, while prioritizing in-person collaboration to work together as one team.

Thin Platforms – Stratechery by Ben Thompson

The Department of Justice’s 1998 complaint against Microsoft accused the company of, amongst other things, tying the Internet Explorer browser to the Windows operating system:

Internet browsers are separate products competing in a separate product market from PC operating systems, and it is efficient to supply the two products separately. Indeed, Microsoft itself has consistently offered, promoted, and distributed its Internet browser as a stand-alone product separate from, and not as a component of, Windows, and intends to continue to do so after the release of Windows 98…

(more…)

I Make a Living Solving Problems. I Realize There’s Roughly 5 Levels of Difficulty. I Use That as a Way to Allocate My Energy Accordingly.

I make a living solving problems. I realize there’s roughly 5 levels of difficulty. I use that as a way to allocate my energy accordingly.

The Age of Scrum Is Over

Scrum has given us a lot, but it’s time for some conscious uncoupling

Gothmog, Lord of the Rings

“The age of men is over.”

confidently (and rather aggressively, as you would expect from one of those nasty orcs) declares the Orc commander Gothmog in Peter Jackson’s Lord of the Rings: The Return of the King

“The Time of the Orc has come.”

There’s an irony, of course in using this quote for a blog post declaring Scrum’s ultimate decline into irrelevance. In fact the age of men (and woman as the insensitive Orc fails to include) was in fact only just beginning. It was actually the age of the Orc that was over!

Software planning for skeptics

Engineers hate estimating things.

One of the most-often quoted lines about estimation is “Hofstadter’s Law”, which goes:

Hofstadter’s Law: It always takes longer than you expect, even when you take into account Hofstadter’s Law.

If you want to deliver inaccurate information to your team on a regular basis, give them a 3-month-out product development timeline every week. This is a truism at every company at which I have worked over a varied career in software.

(2022) A guide to fostering virtual water cooler moments – NoHQ Remote Work Guides

Want to learn how to foster virtual water cooler moments? Whether your company is new to remote working or has been doing it for some time, the COVID-19 pandemic has resulted in employees struggling to find a clear boundary for work-life balance.

Having virtual water coolers moments can encourage stress-free interactions between remote workers. In this article, you’ll learn:

How to Speed Up WooCommerce Backend | Convesio

A large part of running an online store requires managing the backend operations including product updates, order management, and shipment management. These tasks can easily overwhelm your staff and potentially disrupt business operations if the backend of your store becomes slow. The majority of WooCommerce users focus on speeding up the front-end of their store and do not pay attention to the performance of the backend which is equally important for the success of your online business.

Why We’ve Ditched Scrum Sprints (And You Should Too)

There’s probably no other framework that impacted modern software development as much as Scrum. For many organizations, it’s the first step towards a mature product development organization and you will find a bazillion articles explaining what Scrum is and how you can implement it in your organization. I dare to say it’s so popular that almost every software organization tried at some point to implement one of its core principles — the two-week sprints.

An Introduction to Jobs to be Done (JTBD) – Joe Leech

A no-nonsense guide for product teams. Read time is 6m.

Is JTBD for you?

• Do you want a user-centred design approach that is c-suite-friendly?
• Do you struggle to walk both marketing and product development along the same path?
• Do you need a framework to help identify and promote unmet users needs (aka innovative ideas)?
• Are you stuck in the build trap ie heads down releasing, releasing, releasing without any vision or goal?

If you answer yes to any of those question JTBD could help you.

How Big Companies Kill Ideas and How to Fight Back

Tony Fadell was instrumental in the development of the iPod and iPhone at Apple and then co-founded Nest Labs, which kicked off the consumer smart home market with its smart thermostat in 2011. Tony sold Nest to Google for $3.2 billion in 2014 and eventually left Google. He now runs an investment firm called Future Shape.

Tony’s written a new book called Build: An Unorthodox Guide to Making Things Worth Making, which, I’ll be honest, is total bait for Decoder. It’s one part memoir, one part tech industry gossip, and one part org charts and decision-making. Seriously, this book has a lengthy section with actual diagrams of org charts to illustrate how company cultures change as things get bigger.

Building a Team’s Culture

Twenty years ago, I was a platoon commander in a classified unit in the army (that is no longer classified). Back then, making decisions and applying authority was straightforward. Officers were to make most decisions, pushing them down the command chain through non-officer commanders all the way to the soldiers. Decision enforcement in that ecosystem was called “a command.”

There was no place for discussion once a decision (command) was made, and the expectation was that it would get fulfilled right away, or else…

The Web3 Movement’s Quest to Build a ‘Can’t Be Evil’ Internet

It’s getting late on a Saturday afternoon in Denver when I lean back and take in the full weirdness of what I’m doing. I’m seated at a long plastic folding table against the wall in a windowless room, a Discord server open on my laptop. Pizza crusts and empty potato chip bags are piled up around me, evidence of the feverish hours I’ve spent hacking together a project with a trio of blockchain developers. I’m not a programmer, just a journalist with a law degree. Yet somehow I’ve gotten swept up in creating my own DAO—a decentralized autonomous organization, a favorite concept among the starry-eyed proponents of Web3—and it’s supposed to launch tomorrow.

Do We Still Need Teams?

master1305/Getty Images

We love teams. We really do. Between the two of us, we’ve spent more than 40 years studying, teaching about, and coaching teams in organizations — which is why we’re surprised to find ourselves writing an article in which we question whether teams are as practical or as necessary to knowledge work as they once were.

Our thinking is driven by the many conversations we’ve had lately with employees at all levels, from summer interns to CEOs. In every echelon, we hear worries about work-life balance, burnout, employee disconnection, and turnover. For those who work on or lead teams, the strain seems to be even greater — and we think we know why.

On Reviews

The review is the primary mechanic by which teams create and maintain

alignment at Facebook. Reviews are a tool where you enlist other smart people

to improve your work. You should bring your hardest questions and be honest

about your biggest risks and fears. You will be rewarded with support and

ideas and you will gain trust and credibility. Never pitch or present your

work in an overly positive light, because you will get less useful support and

Mission, Strategy, and Tactics

Originally posted internally at Facebook on December 27, 2013

As organizations grow they run the risk of becoming hopelessly disjointed.

Teams end up working on projects that overlap or conflict, individuals struggle

to see how their work fits into the bigger picture, people fail to see meaning

in what they do and overall progress grinds to a crawl. Our ability to fight

this entropy determines our ultimate capacity, both in terms of bandwidth

Executive

I recently held a question and answer session with a particularly talented

group of my colleagues who are taking on a challenging task. At the end they

thanked me for making the time to speak with them, as is often done. It always

strikes me as bizarre when people thank me for taking an hour of my time when

they are doing the real work.

I have come to realize that very few people have any idea what I do all day,

Anti-Pattern: The Engineering Managers’ Group

EM = Engineering manager
EMs = Engineering managers

Whenever they are given the opportunity, engineering managers emphasize the importance of growth and the importance of teamwork. Yet, they often forget about their development and turn their backs on the techniques they use on their teams.

The fact is that when EMs work as a team, they can get the benefits of a team. Sounds simple? Well, it isn’t straightforward.

8 Thoughts on the Future of Remote Work

8 thoughts on the future of remote work

How You Spend Your Time Is Who You Become

W

e are spoiled for choice in today’s world. In every part of life, there are options to choose from. What we eat. What we wear. Who we spend time with. What we care about. What we spend time on. Who we work for. Why we do it.

All of these are open-ended and dependent on our choices. Some may seem trivial, but none of them are for a simple reason.

Why It’s Wise to Hire People Smarter Than You | Inc.com

I received this note recently from an Evernote user in Japan:

Some of my team members complain that I micromanage. I think they have a valid point, but then I find myself having to tell them how to do even the smallest things. Do you have some general rule in role-sharing?

I do. I’ll tell you how I discovered it.

15 rules for communicating at GitHub

At GitHub, we have a very specific way of working. For one, we use GitHub to build GitHub. Not just for code, but to collaborate on things like Legal, Marketing, and internal policies. But it’s not that the medium defines the workflow (although it certainly helps), in fact, it’s the other way around.

GitHub’s communication style can be summed up in one word: asynchronous. Much of this is defined by the workflows of the open source community, where many of us got our start, but part of it, as a distributed company, is out of necessity. Like open source, rarely are two people in the same place at the same time, working on the same thing at the same time. Yet as in the case of Wikipedia versus Encyclopedia Britannica, distributed workflows produce better results than their traditional counterparts, and I’d argue that everyday quality of life is better for those involved, as a result.

Why Success Is Often Elusive at the Highest Echelons

During recent discussions with friends, one common theme that crops up very frequently is how success has remained rather elusive to recent higher level hires at their companies.

By “higher level hires”, I’m referring to not just senior managers, directors, and VPs, but also very senior engineers (think principal level) who’re tasked with shaping or steering the organization’s engineering innovativeness, productivity, and culture. As often as not, these hires have a solid track record of success over the course of many years at elite tech companies (think a 6–8 year stint in senior engineering or engineering leadership at Netflix or Google), have solid references, some might even have a prominent public profile, and are generally competent and smart people.

The Magic of Setting Expectations | by Shy Alter | Better Programming

No, it’s not obvious

I mean, it’s obvious, isn’t it?

Something happen in your team, it might be a task that fell between the cracks or a team member who didn’t take ownership. You might find yourself saying “I thought it’s obvious that X will be done”. Many things that seem obvious to you, might not be obvious to your team.

Engineering Levels: A Case Study From Three Perspectives

Recently, there has been a lot of debate about engineering levels, whether they are good, bad, or just useless. In this story, I hope to show a positive outcome of a good effort. However, before we get started, let’s take a look at what are the critical elements to make a good framework

You have levels, why?

Although it may seem like an obvious question, the answers can vary a lot. They can range from deciding salary to career growth. Setting your desired outcomes and prioritizing them is essential before designing your framework.

Prioritization as a Superpower – by Nikhil Basu Trivedi

Welcome to issue #41 of next big thing.

As a venture capitalist, I find myself constantly evaluating founders and CEOs on their superpowers and blind spots. Whether for a new potential investment, or when working with a portfolio company, it’s critical to understand the key reasons a leader may be successful in their role, and also the areas where they may need support.

TWH#38: The Hidden Power of Momentum – by Paulo André

Photo by Valerie Blanchett on Unsplash

Momentum is a measure of the tendency for a moving object to remain in motion. It takes energy to create but once it’s there, it takes energy to slow it down.

It’s this last part that any builder or leader should heed. It’s one of those secrets hiding in plain sight.

Sun Tzu wrote:

“When an army has the force of momentum, even the timid become brave; when it loses the force of momentum, even the brave become timid.”

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The Technium: 103 Bits of Advice I Wish I Had Known

Today is my birthday. I turn 70. I’ve learned a few things so far that might be helpful to others. For the past few years, I’ve jotted down bits of unsolicited advice each year and much to my surprise I have more to add this year. So here is my birthday gift to you all: 103 bits of wisdom I wish I had known when I was young.

105,495,450 searches for WordPress terms in the last 12 months, up 7.5% year-on-year – Ellipsis Marketing

We’ve regularly written about the state of WordPress searches over the years: from the first article analysing a 52% spike in searches in 2020, to an in-depth look at a search lull in the summer of 2021, looking at how search traffic and volumes are faring usually reveals a lot about the status of the whole industry.

How to Deal With Remote Work Burnout and Stress – NoHQ Remote Work Guides

No commute. Flexible schedules. Boosted productivity. There’s a lot that remote work gets right.

Yet, employees starting remote work may feel some growing pains. Learning how to manage and maximize the benefits of remote work can take some time. In particular, it’s easy to fall into the trap of overworking and getting remote work burnout when working from home.

Taking Control of Your Professional Growth: A Personal Experience

If you are the kind of person that claims taking control of your professional growth, changing careers, and moving up the ladder are easy feats, I would love to draw on your experience.

For me, my growth journey was and still is a hell of a ride. Not so long ago, I promised myself that I’d go above and beyond to take control of my journey, gain focus and combine my passion and skills to see where this path would take me.

11 Principles of Engineering Management

More than 2 years ago, I decided to try to create a brief, digestible manual on the expectations of management for senior engineers at my company who are considering making the shift. At the time, I had about 3 years of management experience, including two prior companies. Enough to feel like I knew how to do the job, but not enough to feel like I should be some kind of authority on management. After letting this marinate for a couple years, I’m ready to share what I have learned.

Find Your Sweet Spot

Charged with extending their unit’s product lines and boosting top-line growth over the next three years, product managers at one global consumer goods company wanted to identify the most attractive customer segments to target and how best to reach them. So they turned to their market research department for guidance.

And why not? The market researchers at the company–we’ll call it ProdCorp–were world class and skilled at using the latest tools in demographics, psychometrics, and statistical analysis. Every two or three years, they would field an ambitious research project that pinpointed large, attractive customer segments and lots of tantalizing “white space” where the company could expand its offerings.

Taking Your 1:1s to the Next Level | by Alison Randel | The Ready | Apr, 2022 | Medium

Yes, there is a next level. You can reach it with 4 simple steps.

Photo by Anotia Wang @anotia

Most people in manager-like positions spend a lot of time in 1:1s. And most people on a team have regular 1:1s with managers. 1:1s can be a precious space to build relationships and dig into challenging topics. But many of us don’t realize the potential actually lurking inside the 1:1 format. So most of the time that potential is wasted — on small talk (“How was your weekend?”), surface-level updates (“Yeah, the project is going pretty well”), and venting (“Ugh, the marketing team isn’t stepping up the way I want them to”).

The Anatomy of a 1:1

Broadly speaking, my overarching agenda for any 1:1 is as follows:

It starts with the checkin, “how’s it going?”, an open ended question that some people respond with a status update, and some do not. The important thing is what comes next – finding out how the person feels. Sometimes a status update is useful context for that, sometimes it’s just how we get there. Either is fine.

Making Operational Work More Visible

“If I have seen further it is by standing on the shoulders of giants.” – Sir Isaac Newton

Chasing down a ‘blipperdoodle’

It’s 2019, back when I was on the CORE team at Netflix. I’m watching a teammate, the on-call site reliability engineer (SRE), investigate a spike in video playback errors reported by a number of smart TVs. The temporary spike lasted just a few minutes. But investigating these sorts of transient operational issues—“blipperdoodles” asthe team sometimes calls them—can reveal operational issues. It’s also good practice for the newer team members. The SRE on call happens to be new, so he digs in.

Exploring the Gestalt Principles of Design | Toptal

Listen to the audio version of this article

Negative space has long been a staple of good design. Leaving white space around elements of a design is the first thing that usually comes to mind. But then there are designs that use that white space to infer an element that isn’t actually there (the arrow hidden between the E and X in the FedEx logo immediately comes to mind as an example).

How to Find Great Developers by Having Them Read Code

When hiring developers, there are many things we are looking for, but over the years I have found that raw coding ability is easily the most important quality to look for. I can quickly train a person to have knowledge in some domain, but I’ve never seen raw coding ability come from anything other than personal commitment to extensive and deep practice. Because of this, I have found that some methods work better than others to discover talent.

Motivating Developers to Care About Documentation

The following is a transcription of our interview with Paulo André. Paulo is a former VP of Engineering who now coaches CTOs, VPs of Engineering, and Engineering Managers. He also writes a weekly newsletter for technical leaders (sign up for it here).

Paulo: Let me set the stage here. Internal documentation is something I’m passionate about because I’ve seen how important it is. But in most of my roles I’ve been fairly reactive, having created documentation after there was an apparent need for it. (Being a coach now, I don’t have the opportunity to be more intentional about documentation but if I do join another company I will be.)

Why you should work asynchronously

Most corporations (and their employees) made the shift to remote work during the pandemic. Many of these shifts were to remote-capable workflows (moving offline workflows online), but they never made the maturity leap to fully remote-first, rendering their employees less productive and more likely to burn out. The difference between being able to work remotely and being able to thrive remotely is the ability to work not just digitally, but also to work asynchronously, and it brings with it a number of benefits not possible under legacy workflows.

This Is What Happens When There Are Too Many Meetings

After two years of working from home, I don’t have one unified period of getting things done. I have several mini periods. Work isn’t a contiguous landmass of focus; it’s more like an archipelago of productivity amid a sea of chores, meals, mental breaks, and other responsibilities.

In particular, I’ve noticed a new island of work at the end of the day. Sometime around 9 p.m., I’ll open my computer and see that I have about a dozen urgent-ish emails and Slack messages. So, while in front of the television or with a podcast playing in the background, I’ll spend a late-night hour or more replying to these messages, typing the same intro over and over: “Sorry for the delay …” “Oops, I missed this …” “Hey, just seeing that you …”