Ever experienced that unexpected and urgent crisis that needs immediate effort and expertise? No matter how agile we are I'm willing to bet every team/project/organisation experiences these interrupts - the 'Black Swan' events - on a surprisingly regular basis.
As video games have become more and more complex, game designers put way more time into creating environments where players are engaged and willing to put the time and effort into learning and mastering these skills.
If we want to truly encourage diversity in our industry, we are going to have to listen and respond to feedback from under-represented groups that challenges our assumptions.
Uptime matters, but so do your people. At Intercom, keeping our product online and working well at all times is critical to the success of our business.
Everywhere we look, developers are working on side or ‘passion’ projects. While these projects are incredible ways to expand your knowledge faster, accelerate your career, and gain recognition in the developer community, the truth is that not everyone can or wants to spend extra time outside of work on coding.
When Gustave Eiffel built his namesake tower, it was nearly twice as tall as the tallest structure on Earth. His crews built it in an astounding 22 months, pioneering new construction techniques to deliver it in time for the opening of the 1889 Exposition Universelle. It was amazing then, and it’s just as captivating today.
Over the many years, Patrick has trained, coached and mentored many engineers into Technical Leadership roles. He is delighted by the way that everyone has their own style and "flavour" of being a Technical Leader.
One of the challenges facing teams, particularly small ones, is having to balance the time spent on doing fun new things and having to support old (or antique!) systems and processes. These are the 'business as usual' (BAU) things which probably underpin the current revenue of your business.
In my role as a VP of Engineering at a fast-growing startup, I spent hundreds of hours interviewing and sourcing candidates in the last year alone. The bar we set ourselves was high: not just hire people with excellent skills and culture add, but also maintain and improve our current diversity (33% women, 9% people of color) across experience levels.