Principal engineer usually means the most experienced individual contributor in the organisation. It's an ultimate step in engineer career ladder, but do you know what to expect at this level?

As engineering managers, we deliberately invest in helping our new team members onboard to the team through onboarding programs, checklists or buddies. How can you prepare for changing your own manager as engineering manager? Learn about the surprises and how to best prepare.

In management, we look for common patterns to use frameworks, processes and principles from our experience. Reading books is one of the best ways to broaden horizons as engineering manager outside of your day to day work.

You and your team will eventually end up in a situation with long running pressure - either an unexpected incident, project risk being more damaging than expected or something else. How to lead your team through that time?

One of indicators of seniority for engineering managers is how much of their time is spent in a proactive instead of reactive manner. How to get better at this?

Engineering and Product Managers are leadership positions with the most tangible, day to day impact on business and people. Having two conductors for the orchestra means that they really need to sync perfectly! How to achieve that?

One on one meetings (1:1s) are the most important meeting you can have with your direct reports. Here are 5 tactical tips that you can apply to make your 1:1s better.

Trust is the most foundational pillar of a high performing team. Retrospectives, as one of the core rituals of your team, have an amazing compounding effect and it’s one of the biggest levers you have to build trust.

Manging up is a key skill that you need to master. It will build trust with your manager and let you grow faster. Here is how to do it best.

Ability to take ownership is critical for your career and is a major step between junior and senior role. See how to look for high-impact ownership for engineers.