No one reads those automated status emails. You’ve got to radiate the information
What if we were to think of the role of engineering manager as equivalent to a dungeon master? How does that lens change how we see things?
Don’t just tell people what to do. Help them understand why they want to do it and how it’s good for them (and everyone).
Can you design for change and re-use? Should you? Isn’t doing one thing and doing it well the goal?
It’s very easy to fall into the habit of seeing like a state. It’s also not very helpful.
Perhaps oddly, perhaps not, the traits of an effective software engineer have nothing to do with software
You can rubber duck too much, but please, take a moment to think about the problem before you give up trying.
We aspire to uncouple with clear boundaries, but we need to work together