Many leaders struggle to manager their time, so I really liked this short article sharing some advice from Google’s Executive Productivity Adviser (What a role!) Laura Mae Martin. If you have some more time, I’d also recommend watching some of her videos here.

Every engineering manager struggles to think about what to measure. Gergely Nemeth (@nthgergo) offers his ideas about what to measure.

A key part of leadership roles includes building high performing teams. This is a fascinating case study from Manfred F. R. Kets de Vries about how he turned around a team. Given the current dynamic, I also found it fascinating how he did this through the use of virtual team coaching. 👏

Jay Signorello (@jaysignorello), who’s been doing remote management for a while, shares his approach to managing a remote team. For me, these principles are good principles even if you’re leading/managing a co-located team. It’s still a great reminder

Psychological safety is one of the most important elements for building high performance teams. It’s also the elements leaders must actively build. In this article Richard McClean (@mcleanonline) points out psychological safety also means inclusive environments how they provide leaders with the tools and support to do so. 👏

A great reminder that not all decisions are equal, Jason Yip (@jchyip) offers a nice visual reminder about thinking through types of decisions.

A natural part of many growing companies is putting together a growth framework (AKA career path/ladder/map). In this, Head of Engineering Will Lewis shares some details on how they connect this directly to compensation.

I really like this article by Karl Hughes (@karllhughes) which is less restrictive than the typical 2-track model, or the Trident model of career development. It’s a great example of the broad variety of ways that people can contribute to teams and also opportunities to grow new skills.

Product Lead Kate Brennan at Stripe offers all of us great advice about process. Although the agile manifesto and start up culture might make people avoid process, a good process at the appropriate time can help tremendously (but still, people over process 😉). Kate shares a number of regular processes, how to run them and the value they offer. 🎉

I’m super fascinated at understanding and describing how culture differs across tech firms. In this LinkedIn Pulse, veteran tech Michael McNally shares his inside perspective of the contrasts he found working in Google and Facebook in more than 15 years. Lots of interesting food for thought for you to consider, what sort of culture do you want and cultivate in your teams?

Feature toggles are a key practice I see in teams using Continuous Delivery. I also hear a lot of teams/organisations unsure about how to use them. Paul Börding and Steve Upton (@Steve_Upton) offer some good practices on using feature toggles.

An interesting free e-book from Microsoft with very practical tips about what leaders can do to improve developer team productivity in a remote setting. There’s some great stories describing how remote teams can work effectively.