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The tech industry is in a period of workforce downsizing. Companies are hiring fewer and laying off more, compared with one decade ago. For many workers, it is harder than ever to “vote with your feet” and seek out a new role with better compensation, growth opportunities, and values alignment. Engineering leaders are facing the challenge of delivering more business impact while offering their teams less than ever before.
This talk is about the mechanics of leading through times of uncertainty and chaos by strategically building and spending organizational capital. I’ll share hard-won lessons learned while managing in different types of organizations, and discuss how leaders who care about their teams need to reorient their mental models for an era of surviving, not thriving.
Key takeaways
Gain tools to engage ethically with organizational systems, in service of more authentic leadership
Learn how to navigate periods of widespread uncertainty, at the organizational or industry level
Understand common anti-patterns and mistakes that managers make in low-autonomy environments
