Displaying episodes 1 - 30 of 119 in total
Is your common sense filter too sensitive? Are you listening to that little nagging voice in your too often?
It's OKR season, but are you doing it right?
How much is an hour of your time really worth?
How your team's definition of success might be setting them up to fail.
When you don't know where you're headed, no wind is a good wind.
Being responsible with your budget doesn't mean that you cannot use the same creativity you'd use when tackling any other problem.
Your leverage relies on your ability to ensure you're not getting sucked into day-to-day minutiae.
Why do you even bother with a big rewrite? Is there a customer that will pay you more for having happier engineers?
Make the work visible.
Sometimes doubling down on the way you thought things should work is just throwing good money after bad.
Phil Karlton said, "There are only two hard things in Computer Science: cache invalidation and naming things." In this episode, I'm not going to be talking about cache invalidation, but about the art of naming parts of your organization correctly.
Does being an executive necessarily mean that you have to manage a sizable organization in your company?
Too often, we're treating work planning the wrong way around.
Every engineer can tend this way or that.
Summer's here. Let's use it to flesh out some patches and hacks in your organization.
I say at the beginning of episodes that I'm helping you triple impact-per-engineer. What does it mean, actually?
Sprucing up your innovation quotient and lubricating your serendipity by introducing some entropy.
Here's an impactful tactic with an incredible ROI to make your management team better.
Let's talk about your personal role in what is going on around you.
Celebrating the 100th episode with 100 lessons picked from the previous episodes.
Join me to hear the story about the VP that knew it all, except for how to use his knowledge.
Wondering what an algorithm I read about as a teenager has to do with your day-to-day as an executive?
Are you making your team's creativity muscles slow atrophy?
Let's take someone with no experience and put them in charge of mission-critical systems. Did I just make you cringe?
Do you have a team of managers focusing on success, or do you have a zoo exhibiting all different types of management possible?
Is your organization just one big happy family? You know it isn't.
Are you playing find the loophole whenever you are presented with a new idea?
Life's too short for average.
Principal and staff engineers are so 2020, are you cultivating product engineers?
Are you idly waiting for little issues to become emergencies, or are you striking preemptively where needed?
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