Management is hard job! That's why you should do it like an engineer
summary
Management becomes an engineering problem: design team architecture, define human API contracts and add observability with SLOs and dashboards. Clarity matters — clarity solves 90% of problems — so require three-field JSON-style status updates (impact risk decision), set measurable SLOs, run one‑on‑ones that start with a 1–5 happiness check, and surface signals via a Slack canvas dashboard that produced a usable project status view inside Coralogix’s internal observability efforts. Practical tools and metrics, not platitudes.
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chapters (15)
- 0:00Introduction
- 3:09Management failures and team drift
- 5:39People as systems needing observability
- 8:08Management as engineering framework
- 10:33Clarity of purpose
- 13:00Human API contracts
- 16:59SLOs and exceptions
- 19:08Team observability dashboards
- 21:00One-on-ones and mental health
- 22:25Retrospectives and tribal knowledge
- 24:13Team health metrics
- 25:17Decision-making advice
- 26:42Reliable management systems
- 27:26Managers without context
- 28:29Closing remarks and Q&A
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