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Level Up - Issue #29

How has the start to your year gone? It's just past the end of February so it's a good time to reflec

Level Up

March 1 · Issue #29 · View online
Level Up delivers a curated newsletter for leaders in tech. A project by Ideal for busy people such as Tech Leads, Engineering Managers, VPs of Engineering, CTOs and more.

How has the start to your year gone? It’s just past the end of February so it’s a good time to reflect on your yearly goals. If you don’t have yearly goals, maybe it’s a good time to think about what you want to do in the next 3 or next 6 months.
Those first stepping into technical leadership goals often need support setting goals for a longer period. Their previous roles meant others set priorities or goals and now they have to decide. The difficult bit, which you never get perfect, is knowing what to focus on and therefore, what not to focus on. In order to say yes to something, you have to also say no.
What are you explicitly saying yes to? What are you explicitly saying no to? If you’re not doing either, it’s likely you’re being too reactive as a technical leader.
I hope you enjoy this week’s content. If you find it useful, please forward to someone else and send me feedback.

What are your goals for the year or for the next 3-6 months?
What are your goals for the year or for the next 3-6 months?
Google's Top Productivity Expert, Laura Mae Martin, Says This Is How You Should Spend Your Day
Maximize your team. How I created an Engineering Roadmap – John Graham
Effective career conversations
The Wall of Coding Wisdoms in Our Office
Why we left AWS
Case studies in rearchitecting
Organisation & Processes
Radar retrospective: 10 years of ThoughtWorks Technology Radar
CodeNode in London Relaunched by Trifork as Conference Venue
Computer Programming Skills for 2020: Survey Results from 116,000 Developers and Hiring Managers
Team Objectives
Interesting tweets
This is a great twitter 🧵 talking about what you can do to build psychological safety in teams. Click through to read more.
A study at @google found that psychological safety is the key to high-performing teams.

Leaders who aren't actively creating psychological safety are failing to unlock the potential of their teams.

1 action managers can take *today* to create psychological safety: /1
A common conversation I hear a lot 🤔
Reginald Braithwaite

Can an engineer be managed by someone who doesn't have personal experience as an engineer?


Obviously not.


Then can an engineering manager be managed by someone who doesn't have personal experience as an engineering manager?


Of course.


As a former consultant, you have to love these quadrant diagrams 😜. A fun and useful mental model from Jules Glegg (@heyjulesfern)
Jules Glegg 🏳️‍⚧️
Boiled this out of some observations of code reviews across multiple orgs and teams. Lower right is my home quadrant but I can flex into enabler/mathematician depending on my stress level
Thanks for making it this far! 🤗
If you enjoyed this newsletter, please send me feedback and share with others!
If you’re interested in growing and supporting technical leaders in your company, get in touch about my “Tech Lead Skills for Developers” course.
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Patrick Kua, Postfach 58 04 40, 10314, Berlin, Germany