S2: E03 - Engineering Manager Gets a New Team

In this episode of the ‘Retrospective’ podcast, we tackle one of the toughest challenges in engineering leadership: letting someone go. We begin by discussing the emotional weight and impact of termination, emphasizing that it’s one of the hardest tasks a manager faces. We outline a three-part structure: making the decision, having the conversation, and managing the aftermath. Key points include the importance of early feedback, structured performance improvement plans (PIPs), and maintaining empathy throughout the process. We also touch on the role of HR and the necessity of transparent communication with the remaining team. This episode aims to provide practical advice to help managers handle terminations effectively and humanely. Share your thoughts about the episode (and the podcast) at [email protected]!

In this episode of ‘The Retrospective,’ we dive into the topic of timeboxing as a method for engineering management. We start by explaining what timeboxing is and how it differs from time blocking. We then discuss its application in managing delivery, emphasizing the importance of fixing time while allowing scope to vary. We also cover practical benefits like simplifying planning, managing technical debt, and creating a predictable cadence for stakeholders. We round off with common pitfalls to avoid and tips for implementing timeboxing effectively in your team. Share your thoughts about the episode (and the podcast) at [email protected]!

Should Engineering Managers Code? In this episode, we explore different perspectives, considering both current job market trends and organizational needs. We emphasize the advantages of managers being technical, covering scenarios where coding might be beneficial or detrimental. We outline the main areas engineering managers should focus on: execution, team health, and individual development. Towards the end, we touch on the concept of career pendulums between management and coding roles, and share insights from Git Guardian’s approach to balancing manager duties with coding. We conclude by acknowledging the complexities and advocating for context-aware, principle-driven decisions. Share your thoughts about the episode (and the podcast) at [email protected]!

Effective Delegation Using Task Relevant Maturity In this episode of the Retrospective podcast, Jeremy and Peter kick off the third season by discussing the concept of task relevant maturity in engineering leadership. They explore the common challenges new managers face, such as micromanagement and hands-off leadership. Jeremy introduces the idea from Andy Grove’s book ‘High Output Management,’ emphasizing the need to adjust management styles based on the maturity of a person and the task at hand. They delve into how to assess an individual’s maturity, the benefits of pairing team members, and the importance of maintaining a balance between autonomy and oversight. They also provide actionable insights on how to help team members grow and how to use task relevant maturity to improve overall team performance. 00:00 Introduction to Season Three 00:38 Understanding Task Relevant Maturity 00:56 Challenges Faced by New Managers 03:05 Framework for Assessing Task Relevant Maturity 10:51 High Task Relevant Maturity 26:21 Balancing Critical Projects and Personal Growth 30:22 Conclusion and Resources Links from the episode: High Output Management by Andy Grove - The original source of Task-Relevant Maturity The Most Important Management Concept You’re Missing: Task Relevant Maturity The Most Important Aspect of Task Relevant Maturity Many Leaders Forget The Manager’s Path by Camille Fournier - Builds on TRM concepts for engineering leadership Share your thoughts about the episode (and the podcast) at [email protected]!

In this episode of the ‘Retrospective’ podcast, we discuss the importance of taking breaks of various lengths to maintain energy, resilience, and mental health. We explain the concepts of macro breaks (e.g., vacations), meso breaks (e.g., long lunches, proper day-closing rituals), and micro breaks (e.g., standing up, brief stretches). We share actionable tips on planning and executing these breaks, emphasizing the need to disconnect truly during vacations, the benefits of time-blocking in your calendar, and using tools like Pomodoro for maximizing productivity. The episode also touches on the physical and mental health benefits of these practices and briefly mentions team-based breaks. Timeline 00:00 Introduction 00:30 The Importance of Taking Breaks 01:16 Burnout in Middle Management 03:42 Types of Breaks: Macro, Meso, and Micro 05:11 Planning and Executing Effective Vacations 11:14 Incorporating Meso Breaks into Your Day 18:57 The Power of Micro Breaks 27:01 Conclusion and Season Wrap-Up Links from the episode Engineering Managers at risk of burnout in The Pragmatic Engineer and Fortune. Study: A systematic review and meta-analysis on the efficacy of micro-breaks for increasing well-being and performance. Study: Does the 52-17 rule really hold up? Share your thoughts about the episode (and the podcast) at [email protected]!

In this episode, we explore a challenge that plagues every engineering team: the constant stream of interruptions that disrupt our workflows. Drawing from our combined experiences working with dozens of engineering teams, we introduce the concept of the “firefighter” role - a structured approach to managing unplanned work that’s transformed how teams handle interruptions. We dive into the science behind context switching, examine why solutions often fail, and explore a practical framework that turns interruptions from productivity killers into opportunities for systematic improvement. Key topics we cover: The true cost of context switching in engineering teams Why common interrupt-handling approaches break down How to implement and rotate the firefighter role Turning interruptions into systematic improvements Measuring success and avoiding common pitfalls Show Notes: How engineering teams handle unplanned work - this article captured my thoughts exactly and includes some really good visualisations of the different approaches. The Cost of Interrupted Work: More Speed and Stress - UC Irvine study And a FastCompany article about the study. Share your thoughts about the episode (and the podcast) at [email protected]!

In this episode, we discuss the topic of technical dept. We start with the basic definition, then share techniques about measuring, arguing about and addressing tech debt. A key concept is connecting the issues of technical dept to business goals, to show the concrete pain it causes to organizations. We also discuss prioritization tips and various good and bad examples we saw in our experience. Share your thoughts about the episode (and the podcast) at [email protected]!

In this episode of The Retrospective podcast, co-hosts Jeremy and Peter delve into the characteristics that define a senior software engineer. They explore the multifaceted nature of seniority, emphasizing that it is not just about years of experience but a blend of technical expertise, business awareness, team impact, and leadership skills. Through analogies and personal anecdotes, they illustrate how senior engineers are not just adept at coding but also act as multipliers of their team’s success. They discuss the holistic view and forward-thinking mindset expected of senior engineers, drawing on examples from their own careers. The episode also touches on the importance of fostering growth in others, handling technical debt pragmatically, and effectively communicating complex technical topics.  Advice is offered to engineering managers on how to guide team members aspiring to reach senior levels, emphasizing the importance of demonstrating these traits consistently over time. Here are some articles and further food for thought: Senior Engineers Reduce Risk Levels of Seniority Why senior engineers get nothing done An incomplete list of skills senior engineers need, beyond coding Looking a bit further ahead of the Senior level: What a Senior Staff Software Engineer Actually Does VP, Director, what? 00:00 Intro 00:36 Overview 01:40 Senior People Operate on a Different Time Horizon 05:07 The Impact a Senior Engineer Can Have 06:38 Technical Expertise 08:16 Team Impact 11:44 Business Awareness 16:02 How They Behave 18:34 Demonstrating Leadership 20:29 Advice for Engineering Managers 25:42 Summing it up! 26:18 Outro Share your thoughts about the episode (and the podcast) at [email protected]!

In this episode of the ‘Retrospective’ podcast, Jeremy and Peter explore crucial strategies for engineering managers transitioning to new teams. Emphasizing the importance of early trust-building, quick wins, and effective communication, they reference ‘The First 90 Days’ by Michael D. Watkins. They discuss understanding team dynamics, emotional intelligence, and the role of the previous manager in easing transitions. Key topics include assessing team strengths, managing technical debt, aligning with business goals, and fostering a safe-to-fail culture. The episode concludes with practical advice for new managers navigating stakeholder relationships and ensuring team member growth. Share your thoughts about the episode (and the podcast) at [email protected]!

In this episode of The Retrospective, Peter and Jeremy discuss ‘quiet quitting’ in the workplace, a situation in which employees lose motivation and only do the minimum required. They discuss how to spot the signs and the reasons behind them, such as changes in company culture or personal struggles. The conversation also covers how managers can help motivate their team and maintain a positive environment, using strategies like giving feedback and recognising good work. They also mention the challenges of dealing with quiet quitting, especially when working remotely, and share tips on effectively supporting your team. 00:00 Introduction 00:25 Quiet Quitting 03:07 Situations that can trigger quiet quitting 05:55 It’s not always the company! 06:18 What Motivates People? 07:11 How circumstances can trigger quiet quitting 08:09 Recognising the signs in a remote and in office team members 09:08 Cultural differences 11:44 The consequences of quiet quitting 15:41 How to handle quiet quitting as a manager 20:19 Don’t forget to focus on the whole team 21:11 What are the levers managers have? 25:35 Don’t get sucked in! 27:22 Remove blockers 28:03 Provide Clarity 28:29 One to ones are critical 28:54 Praise and encourage 30:12 Get in touch if you are struggling 30:32 You can’t save everyone! 30:57 Summary Share your thoughts about the episode (and the podcast) at [email protected]!