Engineering + Management != “Engineering Management”
summary
Argues engineering management splits into three concrete responsibilities — technical, business, and people — and the people half is the hardest because problems are ill defined, unmeasurable and nondelegable. Recommends specific practices: replace doing engineers’ work with enabling them, give equitable access to one‑on‑ones and resources, build a network of “canaries” to surface issues, run biweekly mistake debriefs (a digital Wall of Shame option), distribute stretch tasks to B and C players, and require brag sheets for fair evaluations.
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chapters (7)
- 0:00Introduction to talk
- 2:09Three pillars of EM role
- 11:47Unlearning old rules
- 16:01Common manager traps
- 27:01Building team culture
- 42:21Career growth pitfalls
- 49:48Closing rules and summary
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