Latest
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Demand for engineering managers is surging in the agentic coding era
Just not necessarily to be managers…
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Four dimensions of burnout: An anti-burnout framework for the AI era
A practical framework to help engineering leaders recognize burnout early, rebalance demands, and recover while staying effective and healthy.
Editor’s picks
1:1s Foundations: best practices for conversations that count
Building a safe space during your one-to-one meetings, where your direct report can be open and honest
Performance season made easy with this proven strategy
Performance review seasons are tense times for managers and reports alike. Here’s a system to smooth the process over.
New York • September 15-16, 2026
Full LDX3 lineup is here 🙌
Essential reading
Reasons to step into a leadership role (and the reasons not to)
Thinking of becoming an engineering leader? Let Pat Kua help you with the first step of the journey.
On our Engineering Management playlist
It’s time to pay off your management debt
Explore management debt’s impact on organizations, uncovering inefficiencies and missed opportunities. Learn actionable strategies to identify, track, and eliminate management debt for sustainable growth.
Resilient Management: Lara Hogan in conversation
Resilient Management is a guide to building, inspiring and leading resilient teams
Managing authentically across levels
Learn how to manage engineers at all levels with practical tips for adapting your style to support growth and foster a thriving, high-performing engineering team.
Effective communication: Mastering growth-oriented feedback
Discover strategies for delivering feedback that builds trust and openness. Learn science-backed techniques to make feedback constructive, approachable, and growth-focused, helping teams unlock their full potential.
Tactics for developing junior engineers
How to plan out intentional time for junior talent to be as productive as possible
The festival for modern engineering leadership
London • June 2 & 3, 2026
More about Engineering Management
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Getting your reports promoted
As a new manager, you may want to push some reports into more senior positions. Here’s how to go about it.
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How to grow your engineers through continuous feedback
For your engineers to know where they’re going, they need to understand where they are. Here’s how to promote growth through continuous feedback.
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Five things I wish I knew before becoming an engineering manager
The transition between software engineering and engineering management can be complex. Here’s what you need to know before making the jump.
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Managing underperformance in engineering teams
Dealing with underperformance is tough. Here are some ways to make it easier on you, the individual, and the team.
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What to expect when transitioning from IC to engineering manager
Making the move from individual contributor to EM? Here’s everything you need to know.
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Everything you need to know when transitioning from IC to manager
A new manager’s blueprint for success
Top Engineering Management Videos
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Managing compassionately through underperformance
You’ve identified that a person is underperforming. What comes next?
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Managing performance with clarity and empathy
How to write and communicate clear expectations and gain the confidence to address underperformance.
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Everyone can contribute: Make it so!
Let’s talk about one weird trick your Support team wants you to know
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Everyone can contribute: Make it so!
How to increase velocity without needing to hire new engineers.
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Driving effective Prioritization for optimal business outcomes
Learn how to identify and build upon the skills needed for having effective prioritization conversations.
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How to build trust as a new manager in a fully remote team
Sadhana Gopal talks about some of the opportunities and challenges represented by this new way of working. She will also deconstruct a 90 day plan for a new manager leading digitally on what they should focus on, be wary of and how they can make this journey an enjoyable one, setting them up for success.
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Be the catalyst in a junior engineer’s career
A career is a marathon, not a sprint. We often see rapid burnout in the industry. What preventative steps can we take as managers to ensure that Junior software engineers are not just surviving, but thriving?
