I wrote a thing about why we should abandon the "Software Architect" role, and move architecture work closer to the teams where it belongs: uhl-steine-scherben.org/blog/posts/arc…

"Do more with less" is the new mantra of our current economic recession. I collected some thoughts on what that could actually mean for us in Engineering and Engineering Leadership and how we can translate that into useful action: uhl-steine-scherben.org/blog/posts/nav…

using blue LEDs as status indicators in consumer electronics should be enough to get your engineering license revoked.

How to split your engineering team because it has been growing too much? I collected a playbook on how to make this as smooth as possible, and care for the humans involved: uhl-steine-scherben.org/blog/posts/spl…

The article I hope you never need: Letting people go. I wrote about why being able to fire people is an important tool in the toolbox of Engineering Managers for the health of the organization, and how to best deal with the emotional outfall when using it. uhl-steine-scherben.org/blog/posts/let…

New Article out: Handing over engineers between managers. And I also totally wanted to use that image :) One of my "hypergrowth" learnings - I collected a few ideas from performing more than 20 handovers to make that process a bit smoother. uhl-steine-scherben.org/blog/posts/eng…

Introducing a new level in your existing leveling framework and organization is not trivial: I outlined a cheat sheet of steps on how a new role can be introduced without creating havoc. uhl-steine-scherben.org/blog/posts/int…

Doug @Rushkoff says that the ethic of today's "entrepreneur" is to #GoMeta - don't provide a product or a service, simply find a way to be a predatory squatter on a chokepoint between people who do useful things and people who use those things.

A while ago I told one of my new Engineering Managers that I expect them to develop a strategy for their team. And oh my, were they confused by this ambiguous ask. I failed to explain this multiple times so here's my learnings: uhl-steine-scherben.org/blog/posts/hav…

How Levels scaled to millions of users with Google Sheets as a backend levels.fyi/blog/scaling-t…

Regular 1-on-1s are to this day my favorite management tool. It’s probably the one constant factor in a sea of learning over the last few years, but I believe I also got a little bit better at running them. I collected something close to a Field Guide: uhl-steine-scherben.org/blog/posts/get…

Energetic, amped up, friendly, and joyful. That's how we want everyone to behave at all times. But that’s hard, and it seems like a lot of people wash out after 1 or 2 years after joining the company. I collected approaches for managing my energy better: uhl-steine-scherben.org/blog/posts/man…

I wrote a bit about how to hire Engineering Managers and managed to wrangle a whole bunch of questionable opinions into this one - after hiring a few Managers myself I dreamed up my ideal process for the next wave of hypergrowth or just further hiring :) uhl-steine-scherben.org/blog/posts/hir…

I wrote about running interviews well - Interviewing is a learned skill. Making them a fun experience is a great way to hire great talent and also a solid contribution to employer branding. uhl-steine-scherben.org/blog/posts/bei…

Of course a new leader coming in and filling key positions with their buddies is annoying, but I start to realise that a new (senior) leader who‘s unable to pull people from their previous place is a way bigger problem in the long run

I wrote about this cheap and no-process tool called "Peer Groups" that helped me so much during the last few years. I learned so much from these great people around me, and otherwise I would have missed out on that. Big 🧡 for all my wonderful peers! uhl-steine-scherben.org/blog/posts/pee…