Nathan Broslawsky

A reporting structure describes more than who reports to whom.

Ask anyone in product, design, or tech generally what humans will still bring that AI can't replicate, and the answer increasingly comes back to "taste".

Teams that used to feel rushed trying to fit a release into a two-week sprint are now prototyping full applications in a couple of days.

"We need to make changes ourselves because waiting on engineering is too slow and we're losing money."

A ticket hits the team: "Add a button to export to CSV."

The infrastructure team just launched a major performance improvement.

You might not think much about the career ladders that your company has put in place — until you dig a bit deeper and you realize they’re quietly shaping everything from who gets promoted to why your best people leave.

If you've worked in technology long enough, you've heard some version of the idea that software development teams need to "protect" or "reserve" some percentage of their capacity for technical debt and infrastructure work.

"We can't implement this solution because Marketing will never approve it."

Your job title is becoming obsolete — and that might be the best career news you'll hear this year.

Every company should be looking for ways to grow and nurture their people.

With everything going on with DEI these days, it’s natural to feel a certain amount of concern about what that means for our workforce.

"I think this is a terrible idea, but upper management is making us do it." 😳 If these words have ever crossed your mind as a leader, you're not alone.

A while back, a manager on my team confided something in me: “The stress of management is getting to me, and my team just called me out on it.”

Many years ago, my dad gave me a piece of advice: whatever it is, if there’s something around to read, pick it up and read.

Image: Shutterstock / Built In Realistically speaking, most systems we design and operate are more accountable to Darwin than they are to Newton.

The debate about the importance of technical or “hard skills” versus “soft skills” for managers seems to be a never-ending one, especially in engineering circles.

Regardless of your position, tenure, or role in an organization, one of the best ways to stretch yourself into new growth opportunities and demonstrate your value is to tackle a known issue (or bring to light a less known issue) in a new and innovative wa…

This week, I’d like to share a handful of articles I came across over the past few weeks that I found particularly interesting and wanted to pass along to you.

As a leader, our teams look to us to guide them through turbulent times, even when we don’t necessarily have all the answers.

Good communication is often hailed as a cornerstone of effective teamwork and organizational success.

For the longest time, we’ve been taught to “Assume Positive Intent,” a mantra that encourages us to believe others act in good faith and to suppress the reflexivity of judgment of others when they act in a way that is counter to our own behaviors or value…

Photo by Tim Gouw Ask anyone about the top three things that stand in their way of being the most productive and efficient they can be at work, and it’s almost guaranteed that meetings will make an appearance in that list.

Photo by Laura Davidson I believe the key differentiator of great leaders is their ability to grow new leaders.

Photo by Freddie In far too many organizations, product managers are considered the de facto leader of product teams, and those with technical acumen—engineers, designers, testers and even tech leads—are left in the position of simply executing someone el…

Photo by Samuel Castro In the age of the “knowledge worker,” so much of our ability to succeed is dependent on the active exchange of ideas.

Photo by Etienne Girardet Interviewing is an undervalued storytelling opportunity.

Software development teams have a number of processes and ceremonies they use to achieve peak collaboration and effectiveness.

If there’s one nearly-universal challenge that all engineering leaders face, it’s that there is a constant pressure to “move faster.”

Yesterday, I decided to take the day off, dust off the motorcycle (which hasn’t been getting much love since shelter-in-place started), and go on a solo ride.

The more an organization matures, so does their need for new and innovative — and increasingly complex — solutions to business needs.

Each week, I carve off an hour or so to write my “Week in Review.”

Improvisation gets a bum rap.

At its simplest, hiring for your team comes down to being able to effectively describe your ideal candidate.

Between a seemingly endless barrage of meetings, notifications emanating from every device on our desks, and our over-willingness to remain “available for questions”, we can easily find that our busy-ness can actually stand in the way of our ability to get

It should not be controversial at this point to say that feedback is one of the most impactful levers in our professional and personal development.

Organizations are messy, complex systems made up of people who, similarly, are messy and complex.

One of the challenges that managers face is when their employees are working on projects separate from them.

As software development teams are taught and onboarded into an Agile environment (and for the purpose of this discussion, Scrum), the educational materials and trainings tend to focus primarily on the ceremonies and the output/agenda of those ceremonies.

We are living in an enlightened age of management and leadership.

Companies of a certain size — that is, somewhere after “hmmm, we really should get some managers…” and before “crap, our managers don’t have time to manage people because they’ve got too much work to do!”

Affecting change in an organization is possibly one of the most mysterious and baffling parts about professional life.

Escape Rooms have been growing in popularity over the past few years, and interestingly, these activities are a great case study in team dynamics.

Most of the behavior you want to change in an organization is working exactly as designed.