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Introducing Engineering Management to a Growing Organization

Gitprime

GitPrime elevates engineering leadership with objective data. In this interview series, Engineering Leaders talk about how to build high performing teams. Johnathan Nightingale has seen first-hand how powerful a solid management structure can be for growing organizations. “We Why management matters.

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An Engineering Manager’s Bill of Rights (and Responsibilities)

Honeycomb

Or, the small crisis with engineering management. In 2018, Honeycomb co-founder & CTO Charity Majors wrote a blog post titled, “An Engineer’s Bill of Rights (and Responsibilities).” These constraints incentivized managers to think hard about how to retain and grow their best senior engineers. This is good.

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Scaling Organizational Empathy With Box’s VPE, Saminda Wijegunawardena

Gitprime

In this Perspectives in Engineering interview series, engineering leaders talk about how to build, coach, and scale world-class technology teams. As a company scales, it’s inevitable that individuals will grow farther removed from other people, projects, and initiatives in the organization.

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Mentorship, Coaching, and Sponsorship — A Powerful Framework for Building Resilient Teams

Gitprime

Taking on an engineering leadership role can be disorienting for fresh recruits from the engineering ranks and seasoned veterans alike. Hogan spent more than a decade leveling up engineering organizations and growing leaders at companies like Etsy (as an Engineering Director) and Kickstarter (as VP of Engineering).

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Rise of the Resilient Manager with Lara Hogan

Marcus Blankenship - Podcasts

Are you a resilient manager? In this episode of Programming Leadership, Marcus and his guest, Lara Hogan discuss what it means to be a resilient manager. She will discuss some effective management skills and thought processes. She will also introduce us to the idea of the manager Voltron. Episode 33. ??Are

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AoAD2 Chapter 3: How to Be Agile

James Shore

Choose the zones that your organization both needs and is willing to pay for , as described in the “Choose Your Zones” section at the end of the previous chapter. In the West, it’s come to mean a process of continuous gradual improvement: constantly reviewing and improving your practices at all levels of the organization. probably not.

Agile 103
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AoAD2 Chapter 6: Invest in Change

James Shore

Exactly how disruptive it is depends on how many teams are affected and how well you manage the change. If you have one team that’s eager to try Agile with your organization’s full support, it doesn’t have to be a big deal. If you’re trying to change 50 teams in an organization that’s unfamiliar with Agile ideas.

Agile 94