Status Updates From The Engineering Executive's...

Nice intro to the first steps in seeking a role.

To reflect on last few chapters I found useful:

1. ch23, as always the author defines a standard pattern for reading the survey and find action items. This exercise is in general missing for my org of 100 peoples, which should have bi-annually survey.
2. building engineering hub: the author has downplayed the politics - have the team own the missions/critical area not required approval are not sufficient.

For these hiring and performance review chapters, I would just read "Scaling people", which provides a more systematic way to tackle the problems. The writing of these chapters are vague and shallow, hard to read, missing information and examples.

ch18 is very informative regarding to not burnout in case your standard is higher than the organization's.

1. acknowledge that holding other accountable might become "you two do not work together"
2. org has finite resources so low-standard work is a must.
3. be a role-model if you want other to change
4. recognize that other might be in different life situation as you.

ch17 reminds me ch12 "Task-Relevant Maturity" from high throughput management. In general you always inspect your reports' work. Depends on their proficiency level, you set different inspection interval.

Another thing to reflect is that inspection meeting is for leadership to build trust on engineers, instead of because leadership lack of trust of the team..

ch14 feels like a repetitive of ch5 (how to build values), ch13 (how to work with CEO, peers and engineering) and ch10 (how to meeting).

ch13 briefly discussed how to navigate the corp politics. I think overall the author had the same view as "The Staff Engineer's Path": understanding different points view and understand why people don't agree, why people points finger at you.

Ultimately it is easy to claim this is the best approach than exercise everyday because human's emotion exists.