Software + Management // by Mike Borozdin

"Software developers are creative human beings and they need to make sense of unpredictable, turbulent environments"

- Daniel Graziotin, Xiaofeng Wang, Pekka Abrahamsson "Software developers, moods, emotions, and performance" https://arxiv.org/pdf/1405.4422.pdf

Team output can vary dramatically based on the emotional state so neglecting emotions yield to worse performance.  Beyond the pure output no one wants to spend much time in a place where they do not feel good.  It can lead to turnover and engineers applying their talents elsewhere.

There is a stereotype of engineers being highly analytical so in communication with them "facts is all that matters."  This point of view is often not correct.  In "Quiet: The Power of Introverts in a World That Can't Stop Talking" Suan Cain talks about the correlation of introversion, hypersensitivity and involvement in professions that require deep thought, such as software development.

The same engineer…

Software development involves a great deal of collaboration.  One of the most basic blocks of collaboration on a software development team is a code review.  There have been many different ways of doing code reviews over time, some of this has been dictated by the tools available.  Git and online source collaboration tools created a set of best practices that are worthwhile of adopting on any team.

About a month ago I have looked at various articles about how to best create a Pull Request (PR) and do a code review and the attached presentation is the result of this research.  The presentation can help you guide your team and develop a set of collaboration practices that works for your particular situation.

It’s good to start out with why to seek a code review.  Having clarity about your intentions helps you guide the person helping you with code reviews and also to manage your expectations about you can get out of the code review.  The reasons for seeking a code review are generally …

Silicon Valley is full of advice and it frequently comes from people who have little experience on the subject matter.  A popular topic surrounds hiring and terminations with the king catch phrase being: “Hire Fast, Fire Fast.”  To me, what that usually means is lack of diligence, thought, communication and courage.

When hiring people love going with their gut feel, often with disastrous results.  There is an obvious subject of diversity of thought, appearance and background.  When thinking “fast” you are probably hiring people like yourself because humans quickly react to people who they believe are in their tribe.

A startup that lacks the resources of a big company often becomes so desperate to get technical staff that when a decent candidate comes along, excitement ensues and the employer doesn't slow down to put them through a more rigorous hiring process.

I highly encourage technical founders and engineering executives to write out their precise hiring process.  Of course, y…

When you search for the word “collaboration” on the Internet, the top hits are mostly software packages you can buy.  Software can facilitate collaboration, but it doesn’t make people collaborate on its own.

One of the key functions of a technical leader is to bring a team together, help people share ideas, and facilitate team members helping each other.  When a software leader overlooks this key function, you end up with a group of individual contributing engineers instead of a cohesive team.
Before we get into tactics, we should ask “Why is collaboration important for an engineering team?” 
It’s critical to examine your assumptions, so here are my reasons for why a group of engineers working on their own are worse than a team working together: Smart people learn from each other.Getting your plans and designs reviewed by other people allows you to leverage their experience and check your assumptions.Collaboration produces artifacts that stay after collaboration has taken place (such…

I’ve interviewed probably over 500 engineering and management candidates over the last several years.  There have been a lot of really smart people who have applied at DocuSign, Microsoft and Tempo Automation. A surprising number of them didn’t have a clear answer to these two essential questions:

Why are you interested in joining our team?Why should we be interested in you? 
If you are an applicant, having a prepared answer for these questions is critical.  If you are a hiring manager, you should ask them and have a clear answer to these questions at the end of the first interaction with your future team mate.

In a field where work is somewhat predictable and static, those questions are less critical, but in software development perseverance, ingenuity and focus make all the difference. These are the two main questions that will separate a subpar and a superb hire.

When I discuss those two questions with an applicant I try to go below the surface.  Generic answers like “it says you ar…

Oxford dictionary defines Ego as: “a person's sense of self-esteem or self-importance”. It says that it is “responsible for reality testing and a sense of personal identity.” For a lot of us techies those were really important functions that probably served us very well early in our career.  We had to be assertive, we had to choose a coding style guide, pick our frameworks and “be decisive”.  However when it comes to engineering management the same things that used to help might be turning into a liability.

When my job changed from writing code to creating an environment where the best code is written - it took me a while to understand how my ego was holding me back.  I kept applying the old tricks - defining the architecture, the final design and task priority.  What ended up happening is those things led me to turn off a lot of the best and brightest people on my early teams.

I remember the feelings of being aggravated when I had to go over an explain my decisions and get buy …