Engineering Management I Studio

"Allies and deputies aren't a sign of weakness, they're a sign of strength, and building those relationships and structures is something to be celebrated."

"I hadn't realized how much measuring productivity will have changed. I can no longer just measure pushed code, I have to think about growing reports, managing timelines and expectations, and working well with other teams and understanding their processes. I see now what my managers were dealing with and how I didn't understand what they were dealing with day to day."

"It’s become apparent that despite being the only engineering team in my org, the challenges I face are not unique. But at the same time, it’s up to me to determine what or a myriad of approaches and tools will work best not just for the team I lead, but the people in it (and those two things shouldn’t necessarily be conflated)"

"EMs tend to face messy problems without clear solutions, but they're far from unsolvable. Take the time to define what your problem is, take yourself out of it, and the solution might be more obvious than you thought."

"The importance of establishing and building cross-functional relationships outside of engineering — your first team isn’t your direct team, it’s your cross-functional peers."

"Communication, empathy, and relationship building with your peers are key. Ask yourself, “Who can I co-own this problem with?” Articulate the value. Tell the story. For your team, setting expectations, delivering feedback, and celebrating wins are key"