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Structural Lessons in Engineering Management elidedbranches.com/2022/01/structural-lessons-in-engineering.htmlPermalink
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"You end up spending an outsized amount of time on management tasks when your direct team size grows much beyond this number [7–8 direct reports]; or, even worse, you just start doing a bad job at those management tasks because you don’t have the time to do them well."Permalink
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"Managers don’t just drift between teams depending on the immediate size of the organization, they have skills and interests that make them sticky to their group."Permalink
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"the idea that team interactions can be strictly defined by an API is as laughable as the idea that programmers won’t figure out a way to exploit every undocumented feature you provide in one"Permalink
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"While I agree that there is value to organizing your teams effectively, the marginal value that the teams might experience is likely to be offset by the unintentional friction that happens for the people who don’t fit perfectly into your structure"Permalink
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"if you don’t create growth opportunities or appropriate technical challenges even though it’s not the most optimal thing for the system as it currently exists, you will find yourself losing good engineers and managers"Permalink
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"it becomes important to accept that you may hang out in imperfect structures for many months or even longer, because you are trying to hang onto people for years."Permalink
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"don’t be afraid to break your perfect structures to accommodate their needs. They are your best source of learning, and your most valuable asset."