Dcode’s Post

I convinced two software engineers to spend precious weekend time building an AI-powered game with me. Here's how I "tricked" them into it: 🤝 Became friends with them 1.5 years ago when I moved to SF. 🫂 Did tons of concerts, dinners, parties, and casual hangouts together. (internationally too!) ✍️ Wrote a detailed vision document and got positive feedback from 20+ people before I asked them for anything. Look, there are no shortcuts to building great relationships- they take months and years to develop. P.S- comment/message with your email if you'd like to be a beta tester. It's a daily Wordle-style competition where people compete to generate the funniest/cooler picture they can.

"As the Head of Production for our exceptional software development team, I firmly believe that a team's greatness is the cornerstone of its success. When we have an outstanding team, growth becomes not just a possibility but a certainty. Let's continue to nurture our talents, support one another, and together, we'll reach new heights of achievement! 🚀💪 #TeamworkMakesTheDreamWork #GrowthMindset"

✅ Implemented some required bot commands like /start and /help because Telegram asks all bot devs to do it #watchdog #buildinpublic

🚀 Developers, have you ever felt that burning out sensation or like you're on a never-ending treadmill? It might be time for a perspective shift. ➡️ Swipe to discover how bridging the gap between tech and business can reignite your passion and drive genuine impact. 💡 Let's redefine how we see our roles in the tech world.

I was thrown into cold water. I didn’t know how to swim. Here’s what I did to keep from drowning: (Part 2 of how I went from IC to tech lead overnight.) 𝟭. 𝗜 𝗹𝗲𝘁 𝗴𝗼 𝗼𝗳 𝗰𝗼𝗻𝘁𝗿𝗼𝗹 As an IC, all my deliverables were nicely scoped and fully under my control. As a tech lead, I was responsible for all of my team’s deliverables. I tried to get a handle on them all but was quickly overwhelmed. So I took a step back and focused more on processes like: branching strategy, definition of done, and release criteria. And of course trust. I learned to trust my team to make the best decisions and be accountable. 𝟮. 𝗜 𝗹𝗲𝘁 𝗴𝗼 𝗼𝗳 𝗺𝘆 𝗲𝗴𝗼 As an IC, you get ahead by being “smart”. As a tech lead, I believed I needed to be the smartest person on the team. Especially when my manager, who handed me the reins, was a brilliant engineer. So I tried to force decisions without consulting the team. I wanted to show I was the ‘big smart boss’. But my team challenged me (and rightfully so!). I was humbled. Most of the team was actually more experienced than me. That’s when I realized I had more to offer than “smartness”. I was there to serve them, not the other way around. I then focused on ensuring my team performs at their best - whatever it takes. 𝟯. 𝗜 𝗹𝗲𝘁 𝗴𝗼 𝗼𝗳 𝘄𝗵𝗮𝘁 𝗺𝗮𝗱𝗲 𝗺𝗲 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 As an IC, if my code worked as it should, I was successful. As a tech lead, I still had my own technical deliverables. But otherwise I couldn’t pinpoint what it is I actually deliver for the team. Talking to external stakeholders, I realized one thing though: No one cares. Just like customers don’t care about your clean code or DevOps culture. They only care about the results. So I changed my definition of success: “my team delivers”. And focused on empowering the team to keep delivering. By letting go of so many aspects that made me successful as a software engineer, I made room for being a successful leader. Want part 3 of what happened after my realizations? 🔔 Ring the bell on my profile. 💬 Send me a DM if you’ve been thrown into cold water and need help how to swim.

Mystery, suspense, and memes! We will talk about how the greats think of platforms beyond infrastructure. Come find me at DevOps Day Austin on Friday.

At ZOETECH, Chinonso Ani @technonso discourses the topic : PLAY AND WIN IN TECH unde the following headings: 1. 5 Mistakes Junior Developers Make 2. 5 Mistakes Mid-level developers Make It was an awesome moment hearing from such an industry expert speak and inspire new and upcoming devs.

As a reasonably successful CTO with a good exit behind me, there are three skills that every aspiring CTO must master, no matter whether you're a junior dev or a tech lead: - Be a VIM ninja (Neovim is fine) - Be a rockstar with a mechanical keyboard - Sport an epic neckbeard Becoming a CTO is a marathon, not a sprint, so be kind to yourselves and don't overdo it. Practice these things for 10 minutes daily, and you'll be a CTO before you know it.

GREATER ROLES COMES WITH GREATER RESPONSIBILITIES: Being a Senior Developer means carrying significant responsibilities. You handle development tasks, but it's more than that – you're the face clients see, the one the CEO relies on. Trust isn't just given; it's earned through your genuine passion. Beyond meeting expectations, your dedication becomes the driving force to exceed them. Every task is an opportunity to infuse passion and showcase the company's excellence. Going the extra mile isn't scary; it's embraced with a joy. This isn't a regular 9-to-5; it's a commitment, a devotion to your craft. As a senior dev, your role isn't just a title; it's a testament to how passion defines the company's success. So, in your journey, let passion be the guiding light. Show that you love what you do, and make it awesome.

For quite a long time, I thought that my role as an engineering leader was to protect developers from the negative impact of colleagues who "didn't have a clue in software engineering" 🚧 Now, I think that there is barely anything as valuable as honest feedback from non-tech colleagues on how they feel about working with developers. And there is barely anything as important as open collaboration between non-tech and tech colleagues in designing solutions to priority problems 🕊 The feedback to be concerned about (and questions I would ask myself): - "I'm not talking to them, so I have nothing to say." ⁉ Do we have healthy collaboration between tech and non-tech colleagues? - "I feel frustrated that my request X is still not delivered, as this prevents me from doing Y." Or, in a tougher version, "Developers are blockers." ⁉ Are tech and non-tech colleagues aligned? Does everyone understand the prioritization approach the organization has? Are we missing transparency in what development teams do? 💡 The next time you start thinking about ways to measure team performance, I would suggest talking to non-tech colleagues to get their feedback first.