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Of course all of this work could make up a significant portion of a responsible engineer’s quarter or year. The right communication strategy can help While many organizations struggle to prioritize all non-feature work, a few types of work seem to generate the most internal disagreement. Read my article on Becoming a VP of Engineering.
I was curious about moving up the engineeringmanagement ladder eventually, but I assumed a VP opportunity would be out of reach for a long time, if ever. Goals like executing well against our product strategy and leveling up our user experience were instead the concerns of the day, and there I could be more helpful.
These include how to counter isolation and silos by keeping teams in the loop, how to handle time zone differences, what to look for in the hiring process, and onboarding strategies for remote engineers. Of course, communication strategies within a distributed team are shaped largely by time zones. And they mean everything.
Collecting this information up front is crucial because it will inform the development of a twinned strategy involving both passive and active tactics. To counter this, one might consider adopting the model of the Engineer/Manager Pendulum or other techniques of rotating leaders like sortition.
We have a bunch of engineers who dont have the XP mindset. This is a matter of changing organizational culture, and organizational culture isnt easy to change. Our engineeringmanagers are at the forefront of that effort. This is a big cultural shift! But what about big-picture strategy?
This was said in the context of thinking about how the various management roles around the company interact: line managers run teams and projects, directors run the day-to-day work of the company, and execs (including VPs) focus above all on strategy, external-facing matters, and longer-term planning for the company’s future.
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