Sarah Milstein is VP of Engineering at Daily. She previously held executive roles at Mailchimp,18F.gov, and indie.vc. She was also CEO and co-founder of Lean Startup Productions and co-author of The Twitter Book. Earlier, she was a freelance journalist writing regularly for The New York Times. She holds an MBA from UC Berkeley. Bonus fact: She was the 21st user of Twitter.
How to build a culture of accountability in your teams
In this panel, we’ll discuss what a culture of accountability actually looks like in practice, and the role of the engineering leader in encouraging a culture of accountability, not blame, in busy developer teams.
How team agreements promote high performance
Cohesive teams share unspoken and spoken agreements which inform the way members interact and collaborate. If handled well, they help boost productivity.
Alignment and clarity on promotions
As a manager, your role is to bring alignment and clarity to promotions
How to stand out and attract top talent in a candidate driven market
Recruitment strategies for your organisation to draw candidates searching for the perfect role and workplace
The key to alignment: Understanding your company’s stage of growth
If you're clashing with peers over strategic decisions, it might be a sign of misunderstanding about the stage of growth you're in. Here's how to avoid this crucial disconnect.
Why leaders can’t see workplace harassment
How to tackle harassment in your company when you can't see it
The secret to hiring engineers when you pay less than Google
How smaller companies can compete for top talent
Fixing salaries, levels, and promotions in your engineering org
A new approach to structuring pay packages
Harassers are nice to me
Sarah Milstein looks at techniques for surfacing and addressing bad behaviour in the workplace.
Fostering a culture of accountability
It isn't always (or even usually) about firing people
Seven ways to help your team connect when you’re apart
Building a sense of community in remote teams
Navigating the manager <> senior IC relationship
In this panel, we’ll explore the senior IC manager relationship, thinking about how to create a mutually beneficial partnership.
Three ways to lead effectively when you fire somebody
Planning for and executing the most difficult conversation
Leading engineers when you aren't one yourself
Can a lack of technical expertise be an asset?
The huge opportunity of remote leadership
Harnessing your position to strengthen team cohesion and fairness
Strategies for influencing without exerting authority
How can you communicate and clarify your leadership position, whilst making sure that the needs of your teammates and colleagues are taken into account?
Confronting our own racism as white engineering managers
Why White people specifically need to be discussing racist management
Career ladders aren't enough – you need a thoughtful promotion process, too
Increasing trust and decreasing bias
Individual Contributors and Managers: Perspectives on difficult conversations
We're continuing the conversation on re-orgs in a 20-minute fireside chat with our invited IC and Managers as they share more about their experiences and perspectives on this.
Harassers are nice to me, and probably to you
Not hearing about harassment in your workplace doesn't mean it isn't happening
Dealing with times when change isn’t happening
There are times when someone on your team will approach you saying that something needs to change, maybe it’s a piece of company culture or a practice.
