Engineering + Management != Engineering Management
summary
Argues that engineering plus management is not engineering management and defines a three-piece model: engineering, business/OKR work, and a people layer that actually consumes most time. Calls out concrete shifts: stop doing your team’s work, dial down talking and dial up listening, run blameless sprint postmortems to normalize failure, build a network of “canaries” to surface problems, avoid incentives like lines-of-code, and keep a brag sheet so ad hoc contributions count.
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chapters (17)
- 0:00Introduction
- 2:18What is Engineering Management
- 5:56Im an Engineering Manager
- 7:44Treat Everyone Equally
- 10:04The Golden Rule
- 10:58Doing your teams work
- 14:06Being friendly vs being friend
- 15:56A players vs B players
- 17:42Speak less
- 19:44Do everything right
- 20:34Building a great team culture
- 24:05Building a blameless culture
- 31:18Using the wrong incentives
- 32:45Career growth development
- 34:57Promotion traps
- 37:27Blind spots
- 40:20Conclusion
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