Displaying 201 - 220 of 323 in total
The Captain Planet Megazord
There are some critical aspects that make for the difference between a glorified manager and a genuine executive.
It's Never Too Early
Are you leading your people or are you more of a driving instructor?
Directionless CTOs
They say that when you don't know where you're heading, no wind is a good wind. Are you a directionless CTO?
Tech Debt as Offensive Weapon
Tech debt doesn't have to be something we're afraid of.
Making Use of Common Sense
Is your common sense filter too sensitive? Are you listening to that little nagging voice in your too often?
OKR Pitfalls
It's OKR season, but are you doing it right?
Valuing Your Time
How much is an hour of your time really worth?
Redefining Success
How your team's definition of success might be setting them up to fail.
What Are Your Intentions?
When you don't know where you're headed, no wind is a good wind.
Budgeting Tricks for Headcount Planning
Being responsible with your budget doesn't mean that you cannot use the same creativity you'd use when tackling any other problem.
Spotting Delegation Opportunities
Your leverage relies on your ability to ensure you're not getting sucked into day-to-day minutiae.
Thinking in Results
Why do you even bother with a big rewrite? Is there a customer that will pay you more for having happier engineers?
Work Visibility
Make the work visible.
Tunnel Vision
Sometimes doubling down on the way you thought things should work is just throwing good money after bad.
Naming Things
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...
Do You Have to Be a Manager?
Does being an executive necessarily mean that you have to manage a sizable organization in your company?
Value Boxing
Too often, we're treating work planning the wrong way around.
The Tech-Product Continuum
Every engineer can tend this way or that.
The Vacation Test
Summer's here. Let's use it to flesh out some patches and hacks in your organization.
Impact Per Engineer
I say at the beginning of episodes that I'm helping you triple impact-per-engineer. What does it mean, actually?
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