Engineering Advice You Didn't Ask For

Topics: When to promote from within? Why? Who is the best kind of engineer that will most succeed as a manager? The generalist or the specialist? The backend-heavy or the frontend-heavy? Do they need to be at a certain level? Do they need to be Senior to transition into management? How technical should it be? How to convince engineers that have the profile (traits + hard skills), but are skeptical about moving to the dark side of management? What if there are two or more who want it? The team’s opinion matters more than yours as the hiring manager? When to hire externally? What are your favorite questions for external candidates? Shownotes: https://twitter.com/thiagoghisi/status/1496625130188857348 https://twitter.com/ramannoodlez/status/1495146825736675334 https://twitter.com/LBacaj/status/1490931625953308674 https://twitter.com/marcprecipice/status/1479731951162380288

The hosts dive into the red flags of poor performance and the often daunting PIP process. They discuss the low success rates of Performance Improvement Plans and how early interventions can prevent escalation. Insights on the emotional toll of layoffs and signs to watch for are shared, alongside tips for managing behavioral issues and reassigning talents effectively. The conversation reveals the fine balance between operational needs and team dynamics while highlighting how reputation can impact your career long-term.

Louie Bacaj, a former engineering team lead who now builds his own venture, shares insights on job quitting and counteroffers. Vic Vijayakumar, a staff engineer at Eventbrite, discusses compensation and the nuances of workplace culture. Thiago Ghisi, after a mini-retirement from big tech, offers thoughts on salary transparency and job pacing. Together, they delve into the motivations for changing jobs, the pitfalls of counteroffers, and the importance of understanding one’s worth in today’s job market.

The one about the famous one-on-one meetings.   What is the purpose of 1:1 meetings?  How often should you have 1:1s?  Whose responsibility are they?  What should their frequency be?  Some advice for new managers?  What if the person isn’t engaging or contributing?  Some common pitfalls to avoid  Should you come to them with an agenda? Transcript: