by Eddie Flaisler, Morgan VanDerLeest
There are a number of ways to develop software: Test-driven, Behavior-driven, Product-driven, Customer-driven (to name a few). But once you move into engineering leadership, you're no longer dealing with software directly. It's all about People Driven Development. How do you work with people to drive this engineering product forward? How do you manage people so they feel seen, respected, emotionally safe, challenged, and empowered? How do you deliver business results and also focus relentlessly on people? Eddie and Morgan try to help their fellow engineering leaders through difficult situations where the problem isn't really technology at all.
Language
🇺🇲
Publishing Since
3/27/2024
Email Addresses
1 available
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April 4, 2025
<p>Morgan and Eddie delve into the complex topic of ethics in engineering leadership. They explore the four primary goals of ethical tech development: protecting people from harm, treating people fairly, enabling people to understand and challenge decisions, and safeguarding rights and freedoms. They cover frameworks such as IEEE, ACM, and IFIP's codes of ethics, biases in AI, algorithmic fairness, and practical measures like smart data retention, transparency, and accountability. The episode underscores the importance of ethical decision-making in technology and fosters a deeper understanding of how engineering leaders can navigate moral gray areas.</p><p></p><ul><li>(00:00) - Introduction and Episode Overview </li> <li>(00:30) - Listener's Ethical Dilemma </li> <li>(02:21) - Defining Ethics in Engineering </li> <li>(04:27) - Professional Codes of Ethics </li> <li>(06:54) - Ethical Goals in Technology </li> <li>(08:50) - Protecting People from Harm </li> <li>(12:14) - Preventative Measures and Risk Assessment </li> <li>(14:00) - Granular User Access and Auditability </li> <li>(15:00) - Data Retention and User Experience </li> <li>(16:40) - Fail-Safe Defaults and Bounded Autonomy </li> <li>(19:34) - Treating People Fairly and Addressing Bias </li> <li>(21:32) - Understanding Bias in the Workplace </li> <li>(22:56) - The Impact of Bias on Organizational Fairness </li> <li>(23:27) - Managing Bias as a Leader </li> <li>(26:44) - Algorithmic Fairness: Challenges and Solutions </li> <li>(29:16) - Tools and Frameworks for Fairness </li> <li>(31:25) - The Importance of Transparency in AI </li> <li>(32:44) - Enabling Users to Challenge AI Decisions </li> <li>(40:10) - Engineering for the Greater Good </li> <li>(40:56) - Practical Tips for Ethical Enginee</li> </ul>
March 11, 2025
<p>Eddie and Morgan discuss a listener's question about managing managers in engineering. They explore various frameworks and strategies necessary for overseeing managers, touching upon crucial elements like clarity, alignment, and execution. They dig into the potential pitfalls of mismanaging through, and the importance of psychological safety, autonomy, and succession planning. With concrete examples and practical advice, this episode is essential for anyone navigating the complexities of engineering leadership.</p><p></p><ul><li>(00:00) - Introduction </li> <li>(00:07) - Understanding the Role of a Manager of Managers </li> <li>(00:41) - Listener's Question: Transitioning from IC to Senior Director </li> <li>(01:15) - Challenges of Managing Managers </li> <li>(01:51) - Defensible Organizational Design </li> <li>(02:41) - Frontline Managers vs. Managers of Managers </li> <li>(04:45) - The Value of Managers of Managers </li> <li>(05:40) - The Reality of Senior Management </li> <li>(11:28) - Diagnosing and Coaching Managers of Managers </li> <li>(12:12) - Clarity, Alignment, and Execution </li> <li>(17:24) - Measuring Clarity in Management </li> <li>(20:13) - Alignment in Management </li> <li>(26:10) - The Importance of a Writing Culture </li> <li>(27:18) - Transparent Decision Logs </li> <li>(28:17) - Standardized Release Cadence </li> <li>(29:45) - Execution Challenges </li> <li>(35:18) - Managing Through: The Micromanagement Trap </li> <li>(43:37) - Succession Planning and Using Power for Good </li> <li>(49:27) - Final Thoughts and Listener Feedback</li> </ul>
January 30, 2025
<p>Eddie and Morgan delve into a listener's question about dealing with costly mistakes at work, particularly focusing on the tension between accountability and blame within engineering teams. They analyze a real-world dilemma faced by a new director of engineering at a series B startup and extend the discussion to include learnings from the Space Shuttle Columbia disaster. They discuss the difference between meta root causes of mistakes, strategies to create a risk-aware culture, and the importance of psychological safety. They also reflect on the principle of 'move fast and break things' and its relevance to different business models.</p><p></p><ul><li>(00:00) - Listener's Question: Balancing Proactiveness and Reactiveness </li> <li>(01:34) - Meeting the Team Where It Is </li> <li>(02:49) - Introduction to the Space Shuttle Columbia Disaster </li> <li>(04:52) - Organizational Barriers and Failures </li> <li>(07:12) - Analyzing Public Postmortems </li> <li>(08:08) - Root Causes of Production Problems </li> <li>(14:35) - Meta Root Causes and Organizational Impact </li> <li>(19:08) - Applying Meta Root Causes to the Columbia Disaster </li> <li>(21:00) - Relevance to Smaller Companies </li> <li>(23:22) - The Importance of Risk Management </li> <li>(23:49) - Meta Root Cause: Prioritization Challenges </li> <li>(24:53) - Psychological Safety in the Workplace </li> <li>(25:51) - DEI Programs and Industry Trends </li> <li>(26:43) - Generational Differences in Work Culture </li> <li>(29:36) - Decision-Making Frameworks </li> <li>(30:31) - Addressing Burnout and Low Drive </li> <li>(35:32) - Handling Mistakes and Accountability </li> <li>(43:35) - The Role of Mistakes in Engineering Cultures</li> </ul>
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