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.

Taking over a team is a challenge - the cogs are spinning and you don't have context about anything and usually there is no time to slow down.

Start - Stop - Continue is a common way to drive your retrospectives or even your growth. How to make sure you stay focused and not always Start new things?

Setting goals for engineers in your team is aimed to give them a clear path to grow, still focusing on the team's impact. How to do it effectively?