Peopleware
The Engineer/Manager Pendulum 5 minutes read.
Charity Majors with her unique writing style (expect some of the f word) is spot on: We have to make sure that people understand that management is not a promotion, just a parallel track, and that going back to an IC is actually not a bad outcome. We need more great managers, and it starts with setting clear expectations: "There’s nothing worse than reporting to someone forced into managing. Please don’t be one of the reasons people burn out hard on tech."
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Lessons Scaling From 10 to 20 People 5 minutes read.
Good insights to learn from on scaling from a generalist team to a mix of specialists and generalists. Copy Joseph's "transition checklist" and follow this advice: "If you’re going to make the generalist to specialist transition, do it quickly and be clear about new roles: I thought we did this transition quickly, but in hindsight it didn't happen fast enough. The problem is that if you change a role and there is even a little uncertainty about their responsibilities or who they report to, it’ll slow down the entire company"
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A Framework for Learning for Programmers 4 minutes read.
Joseph Jude explains how he approach learning in a systematic way, with a consume->produce->engage. The first part is usually where you think you make progress (like reading a post or a book on getting more fit instead of going to the gym), only to realize you cannot remember or didn't follow up on any of it. I'd switch between the engage and produce as creating an environment you can share your learning and struggles with is super important to push yourself into trying more.
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