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The Human Dimension of Software Engineering

The Human Dimension of Software Engineering

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leadership

11 Essential Elements to Build High-Performing Engineering Teams

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Reading Time: 6 minutes

Being able to build high-performing engineering teams is a non-negotiable skill for engineering leaders. It is the difference between successful and failing technology companies.

I have been thinking about this topic for many years, studying and decoding what exceptional leaders do to create great teams. During this time, I refined a list of what I believe are 11 must-have elements. I kept it in one the many thousands of Evernote notes that organize my life, and I finally decided to share it.

First, let me give you the summary of the elements in the form of a MindMap infographic. I debated between publishing this view at the beginning and at the end of the article. I decided to go for the beginning, as I hope it will spark your curiosity for the many details that you’ll find in the rest of this post. ... 

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8 Engineering Leadership Roles Explained

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Reading Time: 4 minutes

Like most industries, tech doesn’t have a standard for roles and titles, even in the area of engineering leadership. However, some patterns can be found replicated in most software companies. I’ve discussed the technical side of this equation in Software Engineering Job Titles Explained and 19 Types of Developers Explained.

In this post, I am focusing on engineering leadership roles and what they are accepted to mean. Depending on the company, some of these roles are also job titles; others might correspond to one or more job titles, might not exist at all or might be implicit functions. ... 

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10 Top Leadership Anti-Patterns

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Reading Time: 7 minutes

What Is a Leader?

Leadership is a poorly understood concept that is often confused with position or title. The confusion is due to the expectation that someone with an influential role must be a leader. However, that expectation represents an ideal, not always a reality.

Some people who climbed the ladder end up being weak leaders at their new level. They get there because were competent in a different role and one of two things occurred: either they reached a point where the power they acquired corrupted them, or they were promoted into a level of incompetency, fulfilling the premise of the . ... 

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5 Reason Why I Love Being Wrong

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Reading Time: 5 minutes

When I was programming 100% of my time, it was my job to write robust and maintainable code. My work needed to be well documented, designed with the proper level of abstraction and as bug-free and efficient as possible. I also had to come up with good ideas for how to resolve problems and create viable products.

As a developer, I had to be right a lot of the time. Being wrong when writing code resulted in bugs and other issues. Regardless of code reviews and testing, dumb ideas in software code have a way of costing an ever-increasing tax. ... 

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How to Lead Change, a Primer

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Reading Time: 7 minutes

On Change

Leo Tolstoy famously said, “Everyone thinks of changing the world, but no one thinks of changing himself.” Tolstoy’s words are true today as much as they were true in his time. Life in the 1800s was very different, but people were not.

Today’s tech industry, populated by smart people pushing hard to innovate one line of code at the time, is no exception. Intelligence comes with strong opinions and personalities. If you’ve worked in teams for a while, at some point, you probably wished that somebody could be more pleasant or reasonable. ... 

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