Elevate 2019 by Plato
2019-08-14
San Francisco, United States
Elevate ·
[Elevate 2019 by Plato, Elevate 2020, ELEVATE 2021, Elevate 2023, Elevate 2024]
who it's for
engineering managers, engineering leaders, product managers, people managers, recruiters and talent teams, remote team leads
topics
interview rubrics and panels; reducing time to productivity; remote-first communication practices; onboarding with preconfigured laptops; role ownership and RACI models; north star metrics and mission rubrics; scaling org design (CTO vs VP Eng); mentorship as promotion criteria; written RFCs and Confluence knowledge; team staffing and on-call rotations
| title | author | length |
|---|---|---|
| Employee growth & career development | Oded Shekel, Prafulla Arvind, Chris Saint-Amant, Sonesh Surana | 27m |
Panel summarizes a survey of 10,000 students showing two-thirds self-taught with YouTube and Stack Overflow as top sources, and professional growth as the… | ||
| Managing During Growth & Change | Chris Slowe | 15m |
Company grows from a handful of engineers to ~500 employees while traffic explodes, having doubled every three months in early years; leadership codifies… | ||
| The Product Triangle | Michael Lopp | 15m |
Defines how engineering, product and program managers split who decides what and why accountability means justify actions and decisions, not punish. Calls out… | ||
| Lessons in Leadership | Mo Bhende, Cathy Polinsky, Chris Satchell | 32m |
CTO journeys map to concrete practices: hiring ramps from 25→250 engineers by creating remote studios in Boston, Seattle and SF, using… | ||
| Surviving Fast Scaling | Loic Houssier, Luc Vincent, Dana Lawson, Prashant Pandey | 24m |
Rapid team growth examples include 0 to 100 in nine months then tripling to 300 and adding another 100 in six months, with concrete hiring practices… | ||
| Building alignment with Eng & Product | Tom Willerer, Clara Liang, Josh Elman, Madhura Dudhgaonkar | 29m |
Engineering and product align around a concrete North Star and clear success metrics, not vague roadmaps: teams use customer research, mission rubrics (e.g… | ||
| Building high performing teams | Brian Zotter | 15m |
Defines high performance as maximize long-term sustainable velocity — measure manager output as team output — and makes managers accountable. Uses concrete… | ||
| Managing Remote Teams | Asanka Jayasuriya | 13m |
Company runs ~1,000 people with no offices and gathers everyone once a year plus occasional team on‑sites; core communication is Zoom and Slack but critical… | ||
| Effective Eng & Product Teaming | Rachel Obstler | 17m |
PagerDuty organizes teams own and operate code with shared charters, co‑located PM/UX/engineers, and staffing rules: never less than minimum five people (six… | ||
| Driving team performance with effective communication | Tyler Muse, Jen You, Michael Spiegelman, Sue Nallapeta, Pat Poels | 30m |
Panelists describe a concrete playbook: a live coaching product launching at Plato that trains frontline managers and ESL teammates, recurring off-sites and… | ||
| The ins and outs of evaluating engineers | Ammon Bartram, Denali Lumma, Tim Wagner, Prachi Gupta | 28m |
Box restructures teams into vertical, autonomous units and launches an internal hiring program called 10x staff with manager sourcing quotas tied to… | ||
| Becoming a badass eng leader | Rukmini Reddy | 16m |
Five concrete lessons: choose courage to make hard calls and take risks; build mutual support so people can fail and learn; practice radical candor not… | ||
| Evaluating your team's success as you grow | Howard Sueing, Kathryn Koehler, Danny Chai, Cosmin Nicolaescu | 23m |
Engineering orgs use quarterly OKRs linked to Jira epics and a mix of automated and manual tracking — Google Sheets for managers, monthly cross-functional… | ||
| nothing matches | ||