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.

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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

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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?

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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.

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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.

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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

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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.

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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

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