As an engineering manager, how do you tell whether the team is healthy?
Can we work together, after all?
One of the puzzles that I’m still yet to crack is, if communication is so important, why is it still so hard? Isn’t “overcommunicate x3” as general advice enough to steer people towards that? Can’t simply talking more, or more frequently, just work?
Like with any product, it’s the audience’s success and growth that define success of what you’re building.
If we’re building a plane while we’re flying it, building a UI library is like building wings and fuselage before putting them together, but they must also fit all other planes.
This book stands out to me as one of the most important for those whose job is getting things done through the team effort.
What’s the difference? What’s common between the two?
Why it’s hard for product teams to just go do it, and what sets innovation work apart.
Work comes in waves, and at peaks it’s easy to lose your mind over how many things demand to get done at once. Balance your load by being in always-be-planning state. It’s easy! (not)