I believe managing "bottom up" is at least equally important as managing reports or the team, as only in that way managers can create a proper vision and predictability for their teams.
Unfortunately there are soo few books about how to manage our managers.
Code Red: the Business Impact of Code Quality
Very comprehensive article regarding tech debt (-value) and approaches to tackle
https://t.co/eGFH3iY0Hp
#infoq
@ceilfors DRY can be 2 sides sword. Making things shared is coupling, which brings more harm than benefits in a long term.
Refactoring mainly should be done for enabling testing and thus decoupling proposes.
I started using scheduled messages functionality of @slack more and more often. It enables my focus time and makes my day more organised. Highly recommend it.
#Productivity#Slack
Feature request for @awscloud:
As a user I'd like to have an opportunity to navigate from Bills details' break down(row) directly to the service for which bill got generated.
Purpose:
- easy navigation
- more transparency and visibility
While people discuss with whom
@elonmusk
took a picture it's been already 7 days since Azerbaijan has closed #Lachin corridor & 120K people are blocked & can't receive goods and medications. It's very much disappointing to see this silence in any western news.
#UnitedNations
A scaleup laid off a large % of their employees in order to get to profitability... and weeks later leadership realized they fired too many software engineers to execute, and are trying to hire them back.
My take on this situation:
11 Promises from a Manager: a ๐งต
1. Weโll have a weekly 1:1. Iโll never cancel this meeting, but you can cancel it whenever you like. Itโs your time.
As a manager it's very easy to get tempted to use power to pressure people or convince something by manipulation(hiding the info deliberately, etc). One medicine against this is to try to build long term relationship with folks, let's say imagining yourself drinking ๐บ at age 60.