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I took this diagram and drew a red dotted line around each slice referred to as “tech debt” at one point or another. Stakeholders sometimes feel like engineering teams spend a lot of time on tech debt, but once you take the time to unpack all the work in the category, the exact reason for this is obvious.
asks Randy Shoup , the VP of Engineering at WeWork. Shoup himself has worked as an engineering leader with several companies of various sizes during periods of intense scaling over the last three decades. He references the old idea that if you’re not a little embarrassed by your release, you waited too long to release it.
As engineeringmanagers and leaders, our job of course is to help our teams deliver value to the organization and its customers. Yet from a higher level, our role is to ensure that both engineers and teams continue to grow and develop. So what exactly does career growth mean, and how can managers and leaders invest in it?
The other thing I noticed actually about engineers, and engineeringmanagement as a discipline is engineers and engineeringmanagers think that somehow they’re unique in these management responsibilities. Marcus: Why did you feel this was the right time for this book? We are not special.
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