Power, Influence and Authority in Engineering Leadership
summary
Gives concrete claims and concrete examples: Splice grows from five to fifty in eighteen months, engineering authority is framed as domain-specific and modifiable by experience, managers trade personal time for people and process, and an engineer named Shale converts an on-call rotation to team ownership by building trust, training hires, and deleting the old rotation. Explains authority closures—ICs cannot rework compensation but can trade on trust to change process—and contrasts staff engineer autonomy with managerial influence over strategy.
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chapters (9)
- 0:00Start
- 1:07splice
- 3:43Authority the power or right to give orders, make decisions, and enforce
- 5:26Authority is not static
- 7:19What authority does a manager have?
- 8:36How much does your team trust you...
- 12:56The intent of leadership is to deliver outcomes for the greater good
- 13:45Stepping into management is a career change
- 14:40No matter how hard you try you will be someone's worst boss
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