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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.
Every individual in our organization is expected to demonstrate these skills from our most junior level to our VPE and CTO. A junior engineer will need work to be well defined and broken down into smaller tasks. Another distinction is what we refer to as the Sphere of Influence. Staff SoftwareEngineer.
That was the subject of a webinar we held with Matt Greenberg (VP of Engineering at Credit Carma), Erica Stanley (SoftwareEngineering Manager at SalesLoft), and Lara Hogan (founder of Wherewithall and author of the book Resilient Management ). FIND OTHER OBJECTIVES TO COLLECT ALONG THE WAY.
Marcus: Why did you feel this was the right time for this book? I was finding myself in coaching call after coaching call talking about the same challenges. But it was time for me to put down these things on paper so I can also reference them during coaching calls. But the skills are still the same across the board.
Book reference: Radical Candor. For a short period of time, worked for the government doing web development and then actually started a consulting business in Atlanta where my main client was the Federal Government in Washington D.C. I had one full-time employee in one part-time employee and we did staff augmentation.
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