The three axes of engineering leadership. The Lead, The People Manager, and The Coach; engineering leadership as a three-pronged model.
There are three leaders. I’m going to describe these three archetypes in a hypothetical large company, but I believe aspects of them exist in all groups of people working together on a collective goal.
I sometimes characterize Medium as content matchmaking: we want people to write, and others to read, great posts. It’s two-sided: one can’t exist without the other. What is the core activity that connects the two sides? It’s reading. Readers don’t just view a page, or click an ad. They read.
Lessons on Leading. 10 lessons on leadership from an early Pandora executive. Good ideas with interesting anecdotes.
My Irrelevance Strategy. An interesting story of handing over responsibility from the founder of nGen Works.
There is a whole class of salaried professionals that, should you meet them at parties and admit that you do something that might be considered interesting (an anthropologist, for example), will want to avoid even discussing their line of work entirely. Give them a few drinks, and they will launch into tirades about how pointless and stupid their job really is.
It’s now easier than ever to create a messaging system that doesn’t result in a flooded inbox.
A great post from Help Scout about how their team works. Really cool to see that they use P2. I wrote a bit last week about how we use similar tools and ideas with our support team at Automattic.
there’s a lot of future perfect people. People who have the potential to become the perfect person in the perfect role if just given the right opportunity.
I realized if I made good, informed decisions I could solve problems in both normal and edge cases. Instead of a one-time answer, I could build a framework to answer any question. A mentality. The outcome of finding the answer, solving the problem, sharing the solution—rewards this mindset. A loop. Doing it over and over.
There’s an old rule of thumb that if you have something really important you need done, ask for help from the busiest person you know. Here’s an analogous rule: if you want to identify the most senior, knowledgeable people in an audience, look for the people who are taking notes and asking questions.