Engineering Leadership - 2026

A chronological archive of Engineering Leadership reading list posts.

2024

November 2024

πŸ”— The Cultural Characteristics of Fast-Paced, High-Performance Teams

πŸ”— Streamline Your Software Development with Software Blueprint

πŸ”— Retiring from The Idea of Retirement

πŸ”— Be a thermostat, not a thermometer

πŸ”— Exploring the Relationship between Tech Lead and Engineering Manager

πŸ”— How to Lead Your Team when the House Is on Fire

πŸ”— How to Optimize Your Career for Happiness

πŸ”— Paul Graham and the Cult of the Founder

πŸ”— Founder Mode, hackers, and being bored by tech

πŸ”— Team Principles

πŸ”— What I Gave Up To Become An Engineering Manager

πŸ”— Have McKinsey and its consulting rivals got too big?

πŸ”— Startups on the brink: Why a boom in innovation is around the corner

πŸ”— Engineer’s Guide to Convincing Your Product Manager to Prioritize Technical Debt

πŸ”— The Efficiency Paradox: When Lean Operations Lead to Lean Innovation

πŸ”— Navigate Your First 90 Days in Product Management: A Step-by-Step Guide

πŸ”— Part 1 of 4: The Everyday Business Metrics that Crush Innovation

πŸ”— Home Baked Abstractions, Store Bought Implementations

πŸ”— Your company needs Junior devs

πŸ”— Scale Ruins Everything

πŸ”— Words on Founder Mode

πŸ”— Paul Graham and the Cult of the Founder

πŸ”— Three Critical Questions to Turn the Tables During Technical Interviews

πŸ”— The Elite's War on Remote Work Has Nothing to Do with Productivity

πŸ”— The Ultimate Guide to Onboarding Software Engineers (2024)

πŸ”— Tech Leadership Maxims

πŸ”— Unpacking Interview Questions by Jacob Kaplan-Moss

πŸ”— 9 Things I Learned as a Software Engineer

πŸ”— Management Tips and Lessons

πŸ”— How to Measure Developer GenAI Adoption and Impact

πŸ”— The Real Reasons Why Most Product Teams Struggle to Delight Users

πŸ”— Splitting Engineering Teams into Defense and Offense

πŸ”— The three-page paper that shook philosophy: Gettiers in software engineering

πŸ”— How Superhuman Built an Engine to Find Product Market Fit

πŸ”— Manager Antipatterns

πŸ”— Co-founder Mode

πŸ”— No Estimations – Stop the Theater

πŸ”— Founder Mode, Hackers, and Being Bored by Tech


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