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One of the common misconceptions we have is that an agile coach role is similar to that of a project manager role. These two roles are fundamentally very different and come with a differing set of roles & responsibilities.
While a project manager is like a commander in control of his/her team, an Agile Coach acts as a guide, mentor, and facilitator to the teams.
Today on Dev Interrupted, we premiere the second and final episode of our two-part series with Tech Executive Consultant and author, Aviv Ben-Yosef.
If you haven't listened to the first episode, I highly recommend checking it out. Aviv is an expert at onboarding new employees, particularly those joining leadership positions.
When starting a new role as a tech executive, it is common to feel slightly disoriented at first. That’s because, in most startups, you’re not going through a ready-made orientation process. More often than not, you have to carve your own path forward without a lot of guidance.
Having aided many CTOs and VPs of Engineering during their onboarding, I have thoughts about this. Your personal onboarding can feel overwhelming, especially when you are taking over an organization that is already up and running. However, once you acknowledge that you are supposed to take charge and organize this for yourself, you should already be better off. Remember, you have agency here.
Ian Nowland, the SVP of Core Engineering at DataDog, joins the Dev Interrupted podcast to discuss how he takes his ego out of being a manager and the seven categories he uses when coaching his teams.
Johari window as a concept comes from the study done by psychologists Joseph Luft (1916–2014) and Harrington Ingham (1916–1995) in 1955 and is used primarily in self-help groups and corporate settings as a heuristic exercise.
There has probably never been a better time to be a software engineer than right now. Most businesses and organizations across the world make use of technology for their day-to-day operations. For some of these companies, their whole product and business are engrained in their technology usage. Moreover, technology keeps advancing as new technologies and frameworks get released often. Businesses need to keep their technology up to date to remain relevant. Every person with internet access, which eventually will be the whole world, uses lots of apps and websites every day. All this has resulted in a massive demand for people with the skills to build software — the software engineers.
The supply and demand curve for software engineers is not balanced. As it stands, demand is much higher than supply as a truly valuable developer is one of the hardest things to find for companies. If you are involved in recruitment you’ll know what I am talking about: the competition is fierce and qualified candidates are baited from one company to another with promises of free gadgets, gym memberships, equity, remote contract work, loads of time off, and some of the best salaries in the world.
Jane works as a software engineer at ABC Software Company. She is the most skilled software engineer on her team. Jane is the person everyone else on the team goes to when they need help to solve complex problems and she always comes up with high quality solutions in a short space of time.
Senior management at ABC Software Company recognizes Jane’s ability and they decide to appoint Jane as the manager of her team. They call her into a room on a Monday morning and tell her she is getting promoted. Jane is now the manager of the team and going forward everyone should listen to her.
The skills you use as a software engineer, and the skills you need as a technical team leader are not the same. This week I brought in former CTO turned engineering leadership coach Pat Kua to discuss what you need to think about when making the jump to leadership.
Instead of building features and solving problems, your position requires the ability to identify multipliers, and learn how to say no when you want to say yes. This week on Dev Interrupted I brought in Pat Kua, a former CTO turned Engineering leadership coach and speaker to walk us through how to overcome some of the unique challenges that engineers face when taking on a leadership role.