The Joys of Managing Engineering Teams
summary
Advocates document everything with written follow-ups and email trails after agreements; keeps quarterly reviews tied to an L&D system and warns that one undocumented review triggers a seven‑month grievance and an employee exit. Builds a team vision using mission objective strategies tactics on a Kanban board, exposes work via objectives (OKR style), uses the Eisenhower matrix to delegate and prioritize, and runs a psychological safety post‑it exercise that measurably increases peer support and reduces context‑switching during releases.
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chapters (17)
- 0:00Introduction
- 0:40Welcome
- 1:08Maryams background
- 2:57Why Maryam chose management
- 6:25Leading as a leader
- 10:56Document everything
- 18:09Promote people only
- 20:40Create a team vision
- 22:23How to implement a vision
- 24:21The Most Framework
- 26:45How to Build a Team
- 27:15Build the Right Thing
- 30:02Prioritisation
- 31:57Sharing your vulnerabilities
- 34:08Psychological safety
- 37:50Conclusion
- 38:53Question
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