People Managers
Promoting an Employee in Two Days, a Management Story
Don't let process or policy or schedule stop you from doing the right thing. Ignore expectations and think of what you're capable of accomplishing.
People Managers
Don't let process or policy or schedule stop you from doing the right thing. Ignore expectations and think of what you're capable of accomplishing.
People Managers
A representative log of what one day might look like for a Senior Manager at Amazon.
Late Career
We blindly trust a lot at our companies. We trust that our metrics are telling us a truthful story. We trust that our processes are giving us the value we need. We trust that our assumptions are true. But we need our leaders to be skeptical of these unexa
People Managers
Too much stress or too little stress can cause issues. We'll discuss how to dial that in, and create a high-performance and high retention team.
Late Career
There's often a bias towards expertise. Becoming an expert in your area is highly valued. I'd offer the alternative that being broadly experienced is often more important.
People Managers
Skills you learn earlier in your career may help or hinder you later. Learn to recognize when they're hindering you.
People Managers
An explanation of why managers do not need to code, and probably shouldn't.
Late Career
Senior employees are in high demand to help out their teams. But that can lead to overwork. How can they balance everything?
Interviewing
There are an unlimited number of good answers, but there are some awful answers that people keep repeating.
Career Growth
It's a huge win to get your first position as a software engineer. Here's how to excel in your new job.
Organizations
We tend to throw up our hands and assume that big companies mean big politics. It doesn't have to be that way.
Interviewing
Senior employees and executives make a common mistake while interviewing. They try to answer the interview questions, instead of focusing on their goals.