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Leaders of distributed engineeringteams shouldn’t have to work up solutions to these problems from scratch. So we held a panel discussion with three of today’s top engineering leaders to discuss approaches and lessons learned in building, growing, and maintaining remote and distributed teams.
As engineering managers 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. People need to grow and develop skills in order to move within the framework.
This means out of the nine-hour shift, you’ll find an average employee being productive for less than three hours. Our team has spent days preparing this guide to help you understand how to make the most out of every day. Whereas, in June, your team manufactured 10,000 pairs of shoes. That’s insane.
This means out of the nine-hour shift, you’ll find an average employee being productive for less than three hours. Our team has spent days preparing this guide to help you understand how to make the most out of every day. Whereas, in June, your team manufactured 10,000 pairs of shoes. That’s insane.
This means out of the nine-hour shift, you’ll find an average employee being productive for less than three hours. Our team has spent days preparing this guide to help you understand how to make the most out of every day. Whereas, in June, your team manufactured 10,000 pairs of shoes. That’s insane.
Charity once said an off-hand sentence that became a mantra for my transition into the VP of Engineering role: “Directors run the company.” Cross-team interactions felt fraught; focus was constantly shifting; nobody was ever sure what bar we were being measured against.
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