- Leadership in Tech
- Posts
- Management at Pivotal
Management at Pivotal
6 minutes by Nat Bennett
Pivotal did a lot of things differently, but it did management really differently. Wait– Your manager isn't on your team? It gets weirder: Not only is your manager on a different team, back on his team he's just a regular engineer, pairing in with the other engineers. He's probably not even that team's lead.
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Plan Your Succession Today
9 minutes by Sergio Visinoni
Learn why it's in every manager's responsibility and interest to plan for their succession.
The One Key to Dealing with Senior Executives
3 minutes by Dave Kellogg
Answer their question. In the meetings you attend, start tracking how often people actually answer the question and observe how much time is wasted on useless filler. My guess is that once you start paying attention to this issue that you’ll first be shocked at how often it occurs and second become a much better answerer in the process.
How to avoid being a bottleneck leader
15 minutes by Jade Rubick
If you’re doing an important job, you will end up being a bottleneck at some point. There is an art to disentangle yourself from doing things directly. This skill is hard to learn. So in this post, I go into detail on a lot of ways you can remove yourself from being a bottleneck.
Categories of leadership on technical teams
12 minutes by Ben Kuhn
Recently I’ve been having a lot of conversations about how to structure and staff teams. One framework I’ve referenced repeatedly is to break down team leadership into a few different categories of responsibility.
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