Alexis Vega’s Post

Have you ever heard of the Peter Principle? It says that employees are promoted until they reach their highest level of incompetence. I'm fairly certain Dr. Laurence Peter wrote the principle mostly to get a laugh, but what's more hilarious is that it's actually real. Have a look in the comments for a link to some research done in the space. I love the idea that what got you where are you doesn't necessarily get you to where you want to go next. Plus, it rings true that just because you're a kick ass engineer doesn't mean you'll excel leading a team of engineers. Also, it really doesn't explain much of the leadership dysfunction that feels rampant. After all, who of us hasn't had some crappy bosses over the years? Mostly though, it clearly illustrates the power of the observational selection bias, which leads us to make decisions from the things we see (e.g. how well an engineer can deliver product) rather than the things we can't (e.g. this engineer is great at getting others to work together).

🔑👨💻 Want to excel as an engineering leader? Master these 3 crucial traits: 1. Empathy • Understand your team's challenges • Create a psychologically safe environment • Balance business needs with team well-being 2. Technical Vision • Stay current with industry trends • Guide architectural decisions • Align tech strategy with business goals 3. Effective Communication • Bridge the gap between tech and non-tech stakeholders • Clearly articulate complex ideas • Foster open dialogue within your team ** Great engineering leaders build great engineers, not just great products ** Which trait do you think is most critical? Any you'd add to the list? Share your thoughts! #EngineeringLeadership #TechManagement #SoftwareDevelopment #LeadershipSkills #CareerGrowth --------------------- 🎯 I aim to help others in their IT journey by sharing the lessons I have learned during my 15+ year IT career. Topics focus on software development, leadership, solution architecture, and whatever else feels relevant to share 🤷♂️ . 🔁 Useful? It would mean a lot to me if you repost. 🌱 Follow me for more content like this.

🌟 Ever felt overwhelmed stepping into the role of an engineering manager? I know I have! I recently stumbled upon a fantastic blog post that sheds light on the challenges and insights of transitioning into this pivotal role. Here's a quick summary: 🚀 The journey from individual contributor to engineering manager is like stepping into a whole new world. It's a shift from focusing solely on technical tasks to juggling --> people management, --> strategic planning, --> culture building 💡 One of the key takeaways is the importance of -- Building trust and relationships with your team. As a manager, your success hinges on your ability to connect with and support your colleagues. 🌱 Another nugget of wisdom is the need to -- Embrace Vulnerability and humility. It's okay not to have all the answers – what matters most is your willingness to learn, grow, and adapt. 📈 And let's not forget the critical role of Communication. Clear, open, and honest communication is the backbone of effective leadership, helping to align teams and drive success. 💪 So, to all the tech leaders and managers out there, let's embrace the challenges and opportunities that come with the role of engineering manager. Together, we can navigate this exciting journey and lead our teams to new heights! #EngineeringManager #TechLeadership #ManagementInsights

If you think you're not smart enough to be an engineering manager, you need to read this 👇 Being a "bad" manager has very little to do with technical expertise and more to do with being a jerk and not supporting your team. (I ask this in my leadership course and the answers are always same) A bad manager is someone who: • Takes all the credit • Doesn't have your back • Doesn't listen to the team • Doesn't set a concrete direction • Only cares about self-advancement • Blames the team when things go wrong But a "good" manager is someone who: • Takes accountability for the team's failures • Prioritizes growth and well-being • Enables rather than dictates • Actively listens to the team • Gives credit where it's due • Has the team's back So the #1 criteria for being a good manager is... The desire to be a good manager. Your team is much more likely to follow you, forgive you, and support you, if you're truly in it for them rather than yourself. In other words, if you're not a jerk. --- Look, transitioning from engineer to manager is scary. It’s essentially a brand new role. But once you understand what technical leadership is all about, you’ll realize it’s nothing to be scared of. So don’t limit yourself from going after the roles you really want. You will never fail as long as you truly want to be a good leader. And for the rest… Well, you’re smart enough to figure it out. But if you need help getting there, I'm only a short DM away.

➡ New engineering managers in tech I work with often wish their teams would just run smoothly on their own. They want work to move forward, people to stay aligned, and to spend less time in endless meetings. The real frustration? Balancing technical work with leading people. They wish team dynamics would just 'click' so they could focus on innovation and strategy instead of constantly dealing with performance issues or conflicts. In an ideal world, they’d feel confident and in control, with a team that operates independently, letting them tackle bigger goals and make a real impact. Here’s the thing - moving into leadership is tough, and it’s completely normal to feel overwhelmed at first. The good news is, leadership is a skill you can learn and you can apply it in a way that feels natural to you. You don’t have to give up your technical background to become a great leader. Doesn’t that sound like a relief? 📩 If you’d like some support to get there, drop me a message and we can talk.

Don't let fear of embarrassment paralyze you. You'll be forever haunted by the 'if I had only....'. In the world of software development, sticking to the plan leads to the most embarrasment. Take it from me: - find a slice of functionality through the system - make it smaller - develop it with tests - ship it, get feedback, and move to your next slice. You don't need to grand, glorious plans to be successful. But you do need a strategy to turn ideas into incremental releases. So, remember to aim for a life of delivering something useful every day. A life you won't regret. 🚀 Are you ready to start Delivering Daily? Like, share, and follow for tips and techniques about Software Engineering, Engineering Management, and Leadership.

While many software engineers aim for leadership positions, true influence doesn't require a fancy title. Regardless of your official position, “credibility + likability” are the cornerstones of effective leadership. ⭐ Building Credibility ✅ Become a Subject Matter Expert: Share your expertise, mentor colleagues, and actively participate in technical discussions. This establishes you as a reliable source of knowledge. ✅ Lead by Example: Demonstrate a strong work ethic and be reliable. This inspires others to follow suit and demonstrates your commitment to the team's success. ⭐ Boosting Likability: ✅ Practice Active Listening & Show Genuine Interest: Listen attentively, ask thoughtful questions, and make others feel heard. This fosters trust and strengthens relationships. ✅ Build Strong Relationships: Collaborate and support your colleagues, building social proof and increasing your visibility within the organization. Remember, influence is earned through consistent effort. By demonstrating your value, expertise, and positive attitude, you gain the respect and trust of your colleagues, naturally positioning yourself as a leader, whether or not you have a formal title. What are your thoughts on influence without a title? Share your experiences in the comments! 👇

Stepping into the role of an engineering manager is a journey from the world of tangible code to the nuanced realm of people management. It's a shift from individual contributor to a leader who shapes the environment for others to excel. 🚀👥 Why make the leap? It's about impact. As an engineering manager, your influence extends beyond code; you craft the culture, mentor growth, and drive projects that can change the face of technology. It’s a role where success is measured not just by what you do, but by what your team achieves with your guidance. But it’s not just about the broader impact. It's also deeply personal. This path challenges you to grow in empathy, strategic thinking, and leadership. You'll navigate the complexities of team dynamics, motivation, and conflict resolution, gaining skills that transcend the workplace. For those contemplating this transition, consider the value you place on empowerment, mentorship, and the desire to lead by example. The leap might take you out of your technical comfort zone, but the opportunity to guide and inspire a team towards shared goals is immensely rewarding. To my fellow engineers considering this path, or those curious about the journey of engineering leadership, remember this: the essence of great management lies in unlocking the potential of others. What's your take on the transition from engineer to manager? Share your thoughts or experiences below. #EngineeringLeadership #Management #CareerGrowth

Telling people what to do feels icky for many senior+ software engineers and first-time engineering managers. This makes them avoid being decisive, setting direction, and delegating, and holds them back. Here’s how you can change that. As a leader, sometimes you need to tell people what to do and delegate work because: • You have context they don’t. • You want others to take ownership and grow. • You need to scale yourself to have a bigger impact. • In uncertain situations, your team looks to you for clear direction. • People may be seeking growth opportunities and will gladly take things off your plate. By being direct and decisive, you're actually helping your team. What makes the difference between being bossy and effectively delegating is how you communicate. Your goal should be to find the balance between being assertive and being empathetic. Lastly, rely on feedback from your team to understand how you come across and make adjustments accordingly. Have you struggled with the fear of seeming bossy? How did you get over it? ♻️ Please repost if you found this useful ✍🏻 If you enjoyed this post, you might like my weekly newsletter - link next to my name #leadership #communication #softwareengineering

The simplest time management method I've found for technology leaders. (Step 2 is the weird bit. Step 4 will level up your team.) 1. Top of day - Most Important To Do List. 1-3 items is ideal. If you are leader with 12 things to do today you should probably be delegating or hiring. The tasks aren't demanding enough of your particular skill set. 2. Make a note next to each thing whether it is more dependent on cognitive production or power. Cognitive Production is Endurance -those things you could do just as well at the end of the day. Power are those things that require a higher performance, not just a longer performance. Most things that are important need your best, so you should think twice about production dominating your top 3. 3. Calendar them prioritizing importance and power. The most important and the most needing of brain power come first. First in the day, first in your natural work blocks (post break, post lunch etc...) Come back and fill in the other stuff the needs to happen, but doesn't make the importance cutoff in the gaps. 4. Make it a habit of asking your people what's on thier list for the day. They should know and they'll all know if you make it a habit of asking them. It's an opportunity to trigger conversations about priority that end in better communication of what matters to the team and to the business. There it is. What do you do everyday to get the best from yourself?