Boys & Girls Clubs of the Peninsula’s Post

Is online training a one-size-fits-all solution? While it might not suit every need, it offers numerous benefits: ☑️ Scalability ☑️ Accessibility ☑️ Consistency ☑️Measurable Results and more. Interested? Contact info@comms-training.com to learn more. "

Avoid the misconception that technical support is solely about fixing issues. It also involves effective communication, empathy, and continuous learning. Additionally, don't assume that it's a dead-end job – technical support can be a stepping stone to various career paths within the tech industry.

The current hiring process for software teams is flawed. Here is how I do it differently when building software teams. - Others hire based on just coding skills. + I hire for problem-solving abilities and creativity. - Others focus on individual achievements. + I prioritize teamwork and collaboration skills. - Others see gaps in employment as a red flag. + I consider personal growth during those periods. - Others prioritize candidates from top universities. + I value real-world experience and self-taught skills. - Others hire for specific, narrow technical expertise. + I hire for adaptability and the ability to learn new technologies. Follow me Andrei Statescu for more posts on leadership. If you liked this, then repost it so others can find value too. P.S. What do you think is an important metric when hiring software teams?

Growing as an engineer: Using “I”, “we” or <some team> The first one-pager I wrote for a VP escalation was fully rewritten by my manager at that time. They had left everything as suggestions with a lot of comments for me to learn – this was one of the most important lessons during my career. One of the feedback was to pay attention to when I would use I, we or <some team>. In general the rule of thumb I ended up with is: - Use “we” as the company, don't use “we” to position your team vs another one. VP wants to see a fair description of the problem and that the authors of the document/escalation understand what's best for the company. - Use <some team> including yours only you talk about specific team impact, as “in proposal 1 would result in <some team> to manage a new service”. - Use “I” in your perf assessment. What matters is what you did, not what you achieved with some peers/team – otherwise the first naive question that will come up is how much work did you do. In general there shouldn't be references to “I” in design docs/one-pager What writing/communication tips did you learn through your career? #softwareengineering #communication #iorwe Illustration's prompt: cartoon of a software engineer working on their laptop and saying "I, Alexander the Great" while wearing a noble attire

Here’s my no.1 advice for candidates at the minute:  👊 Back yourself 👊  If you have a clear vision for where you want your career to go, be proactive. Talk to your manager about goals for your next steps, and ask if you could shadow someone or get a mentor. If you don’t ask you don’t get a lot of the time.   In my opinion, we need the next generation of engineers to be more proactive and back themselves.  So, if you're starting out in the machine and cutting tool industry. Don't be afraid to creep out of your comfort zone every once in a while.  I’m going to say it one more time for good luck – back yourself 🙌  #Recruiter #Engineering #Advice

My three tenants to be successful as a software engineer: - tenacity: do you give up when a problem isn’t easily solvable, even when not technical? - communication: are you able to discuss blockers, wins, strategy to a wide maybe non-technical audience? - continuous improvement: once you’re stagnant you lose your competitive edge in this market! These are things they do not teach in school folks (well maybe communication)!

To Employers and Hiring Managers, Regarding Software Engineering roles, please avoid using the word "Manager" in the job title if the role requires active software development. Instead, consider titles like "Lead Developer" or similar. Labeling a role as "Manager" and then adding "Hands-On" or similar terms to indicate coding responsibilities is misleading. Many developers transition to management to focus on guiding the next generation, leveraging their experience without writing code. Managers trust their development teams to deliver high-quality work and should not be distracted from their primary management duties. Similarly, developers should not be burdened with those management tasks. Managers are responsible for overseeing the software development team, providing mentorship, coaching, learning pathways, technical support, ensuring coding standards, best practices, best usage of tools and services, conducting one-to-ones, annual goals, quarterly reviews and anything else a team member requires to perform their duties. You multiply this for the number of members in the team (for me that's 25) and I would be impressed to see a Software Engineering Manager perform efficiently as a manager and a developer. Managers also collaborate with other Software Engineering Managers, Product Managers, and relevant stakeholders within the organisation.

Software engineers are the highest impact employees in the world. There is no other role that allows you to impact the world at scale like a good software developer can. As Tony Summerville recently mentioned to us, "If you think of everyone in the past 50 years who has done big things, it's been someone that had their hands on the keyboard." The only way to ensure that your developers are driving the highest impact is by having effective, high-impact managers as well. But this area doesn't get as much love, training, press, or tooling. This is why we're focused on engineering managers. High-impact engineering managers drive high-impact engineers. High-impact engineers change the world. #softwareengineering #engineeringmanagement #devsaredifferent

How do manufacturing CEOs know whom to hire? Writing in IndustryWeek, I provide guidance on hiring a technology leader and outline the skills needed for different Industry 4.0 roles. #digitaltransformation #techhiring https://lnkd.in/emtaMJch

Writing great software for hardware is hard. But most assume that the only way to do it is to hire an engineering savant who will go into a cave and magically pop out flawless software. This is wrong! While hiring the best is great, it can be a slow process, and to be honest, your company might fail to hire the best at all. But, I’ve seen teams of very young and inexperienced engineers do great things when they had the right mindset and process. Instead of spending 9 months interviewing, hiring someone soon who is on the high growth track, but inexperienced, is almost always better. You can have a great software team with the people you have today, you just need to give them the right mindset and support to do it. My course on how to build excellent software for hardware teaches you what to think about and how to do just that. It's a self-paced course and community for engineers, managers, makers, students, and teams building software for hardware that can't fail. The course is now open for pre-order, and you can get a discount by supporting me. Drop a comment below if you want access to the pre-order page. #engineering #softwareengineering #hardware #teambuilding