Tech Leadership Weekly, Issue 11

This content originally appeared in Tech Leadership Weekly, a weekly email newsletter to help you grow as a technical manager.

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Camille Fournier
Notes on Startup Engineering Management for Young Bloods

Regardless of the size of your organization, it’s important to think about the safety net that surrounds you. If you’re at a large company, you probably have a safety net (possibly, without you realizing it). If you’re at a small company, focus on building out that safety net. Trust and communication are the lifeblood of a team and it needs to flow up and down within a group. Prepare for long feedback cycles, but look for ways to shorten them. Pushing code early and often, and running postmortems a day after an incident provides opportunities to shorten the feedback cycle.

Reading Time: 7 minutes


Sam Gerstenzang
21 management things I learned at Imgur

Communication is always a challenge. Focus on it, both with yourself, and your team. Your goal is to reduce the number of decisions you, as a manager, need to make. Providing context for how you make decisions enables your team learn. Being unaware of your weaknesses is more destructive than having weaknesses. Be conscious of your shortcomings. Providing clarity of purpose and regular feedback is the most effective way to manage a team.

Reading Time: 4 minutes


Stephen J. Dubner
How to Be More Productive

How team members interacts with each other is the best indicator of how effective a team will be. Team members need to feel they can speak up, are listened to, are not fearful of failure, and feel included. As a manager, be aware that being effective and productive may not always look like efficiency.

Reading Time: 10 minutes (or listen to it!)


Also published on Medium.

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