Jade Rubick - Engineering Leadership

Here’s a simple exercise you can run.

The job of an executive follows a very simple algorithm: Figure out what needs to happen.

I'd like to share my favorite way of measuring the value delivery of engineering organizations.

I’m seeing a renewed interest in the topic of team size and the span of control of managers.

Organizations that write things down have a larger advantage than they used to.

Teams often don’t handle reliability risks well.

Should engineering organizations have quality assurance (QA)?

Today we cover the topic of creating an Innovation Lab.

People disagree.

I once asked an executive assistant to help me be better at calendaring.

Things are changing pretty rapidly, so I have hesitated to write down observations that I know will get out of date quickly.

If you're in a growing organization, you will experience thrash mode.

When your company gets large enough, you'll start having problems with dependencies.

I've been having some conversations recently on strategy, and have been reading some strategies (product, corporate, and departmental).

Many engineering teams have sprint commitments.

When you’re trying to optimize the flow of work, be on the lookout for piles.

Work using the campsite rule: "Leave it better than you found it".

What do you do when you don’t have the authority to accomplish your goals?

I wanted to share some resources for product managers.

Most leaders do not seem to be very good at seeing the long-term impact of things.

Sometimes organizational boundaries make it hard to coordinate.

I had a great conversation recently with Katie Wilde about the reliability space.

You're working on a complicated engineering problem.

I wanted to share some notes on how I run remote retrospectives.

Let’s talk about the magic of small things: delivering mini-features, fixing bugs.

I'd like to share a few things I've learned about conducting skip level 1-1s.

Today, I’ll share the best organizational approach I’ve found to improving reliability.

If you're doing an important job, you will end up being a bottleneck at some point.

Organizational work is work that you do ON an organization, to make it more effective.

Let’s talk about leadership within a macho or bro environment.

One of the harder situations you might find yourself in is managing a bottleneck team.

Imagine an engineer who decides to make a breaking change to an API.

Kenneth Rose interviewed me for the Level Up podcast.

I’m excited to share some innovative but experimental practices today.

Ash Patel interviewed me for the SRE Path podcast.

What do the most effective people do to increase the velocity of their teams?

What do the most effective people do to increase the velocity of their teams?

What do the most effective people do to increase the velocity of their teams?

What do the most effective people do to increase the velocity of their teams?

I often have people approach me about coaching or advisory work.

I've noticed two danger zones that organizations run into.

Hiring junior engineers is challenging.

Shomik Ghosh, Partner at Boldstart Ventures, interviewed me for the Software Snack Bites podcast.

FaST is the most interesting organizational practice I've learned about in a while.

I’ve been doing advisory, fractional, and interim engineering leadership consulting for more than five years now.

I'd like to share a complete guide to how to hire and interview engineering managers.

Most candidate debrief meetings are super-boring.

When you’re navigating new territory, it is essential to have a guide.

Steel Threads are a powerful but obscure software design approach.

Today, I'll share an interesting approach we used at New Relic to solve executive alignment on product direction, and cross-team execution.