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Avoiding “shiny object” syndrome when building software
Technology is fast moving, and devops tools pop up like wildfire. Teams are desperate to solve their problems & often make implementation decisions based on word of mouth, “kick the tires” syndrome or superficial evaluations.
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Designing effective OKRs
When they work well, OKRs have the potential to be a powerful tool that can clarify vision at all levels of the business, all while providing autonomy for smaller functions to set their own goals and objectives.
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Finding potential in your interview processes
Hiring engineers is hard. And with over half of C-suite executives saying that the future of their company relies on being able to source engineering talent, making the correct decisions about who to hire has the potential to transform the fortune of your company.
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Tradeoffs on the road to observability
SRE and infrastructure engineering are about allocating adequate time to do project work that improves the long-term sustainability of our services. But what do we reward SREs for doing? Does your company have a culture of "not invented here" or the converse of "ask the consultants to design it for us"?
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Avoiding the pitfalls of rebuilding software
If you think back to the work you were doing last year, it probably feels miles away - and that’s great! As engineers, we’re continually building and creating great new stuff - it’s what we do.
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Investing in your accessibility workflow
There’s no arguing that building accessible websites is a force for good. Everyone, regardless of ability or disability, ought to have the right to participate on the web.
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Powerful questions and active listening
As leaders in technology, we’re problem-solvers. We’re practiced in having good answers, and we are often promoted based on our ability to provide the “right answers” - solutions to business problems. But what about asking the “right questions”?
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I’m newly remote under coronavirus, AMA
In this session, we’ve assembled a group of engineering leaders who have had their working life affected by coronavirus. Attendees will have the opportunity to pre-submit questions to the panel to understand how this has changed the way they’re working, how they recommend making the switch, and how to mitigate the tensions that will initially occur.
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Strategies for Rapidly Pivoting to Remote Work
Over 74% of engineering teams now have team members who work remotely. And while remote work has the potential to bring many benefits, it also has unique points of tension that, if handled incorrectly, can damage the health of your team.
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Leading Engineering Teams Through Times of Uncertainty
At the core of an engineering managers’ role is the responsibility to ensure the happiness of your teams. As a leader, you’re expected to shield your teams from outside noise and create a stable environment for work - but what happens when there are situations too big for you to resolve?