Leadership

If your culture only works when twelve people are in the same Slack channel, it isn’t a culture. It’s a group chat with payroll. There’s a particular kind of magic in a five-person engineering team. Everyone knows everything. Decisions happen in the corridor. The codebase is small enough to hold in your head, and so is the organisation. Then you hire person number six, and the magic starts to wobble. As it grows further, by person sixty, the corridor has become a confluence of Slack channels, and somebody is seriously proposing that you “better start documenting your values.” ...

Are you neurodivergent? Have you ever thought or felt like you aren’t normal? Do you have thoughts like “I’m not good enough”, or “I don’t deserve this”, “I’m just lucky that I got this far”? Ever wondered why you feel that way? That’s what this post is about. It’s about a phenomenon called “Accomplishment Amnesia” and how to resolve it. What is it? I’m not a psychologist or a medical professional by any means. I am just a neurodivergent person who has experienced this phenomenon and through conversations have observed that others have this too. So like most curious people, I just went and did some reading and thought I’d share what I had learned and what has helped me and those I’ve spoken to about this matter. ...

I was recently asked as part of a recruitment conversation with someone in the talent team of a tech company, “Your CV says you foster a culture of you build it, you run it. What is your approach to building that culture?” I thought it was a great question and wanted to share my thoughts on this topic. You build it, you run it culture is all about giving engineering teams the autonomy and responsibility to own the systems they build and the agency to make decisions about how to evolve it. This level of ownership doesn’t come automatically by just telling engineering teams what to do. It requires a deliberate approach. This is what I call a High-agency team/culture. ...

This article is about how one can lead by being an enabler of experimentation and innovation without exerting authority or imposing mandates. When Generative AI tools exploded into the software engineering landscape, the reaction across my teams did not really mirror what was happening in the broader industry. The hype didn’t really inspire my engineers to explore and adopt these tools. Their negative past experience with Gen AI tools made them conclude that it was a waste of time. ...

I used to regularly run the engineering manager community of Practice at my current workplace. I loved and still love it. But now I barely get time to do anything extra. My hours are so squeezed into a specific slot of time - the time when my toddler is not at home. :D I got asked in the community slack channel a very important question. One that a lot of engineering managers debate in their heads. Especially if they used to be tech leads and then switched to managing others. They get their joy from helping others develop and also building something that others can use. ...

Never in my wildest dreams did I think I’d hear of an agile management framework of this name - HoneyBadger. What is HoneyBadger? HoneyBadger is an agile management framework. Now that doesn’t make much sense does it? Don’t we already have plenty of agile management frameworks? Let’s start breaking that down a bit Info ...

I was curious about the title - As your team gets bigger, your leadership style has to adapt. I am not Julie Zhuo, and I am not a Vice President of an organisation just yet. But as I started working at Kaluza, leading multiple teams, I felt like I had to evolve my leadership style accordingly too. The article was reassuring as I feel like I did get some things right. ...

Starting a family Three years ago, my wife and I decided to think about starting a family. The decision to start a family was not made like let’s do it. It was more of a reluctant, if it happens, it happens. Fast-forward about 18–24 months, 2 miscarriages, and numerous emotional roller coasters and pain, both physical and psychological, especially for my wife as I feel like women go through a lot compared to men during pregnancy, we finally had our baby. ...

Introduction A recent conversation with my cousin, who was moving to London, highlighted a concerning issue: an unconscious bias that made him prejudiced. What did they say that made me feel concerned? “I am not racist but when I got out of the station, I noticed that it was mostly people of x community walking around. I didn’t feel safe at all.” This is unconscious bias in action. And as this bias made my cousin feel unsafe among a community of people of a race, and is therefore discriminating against a race, it is racism. The technical term for this particular bias is Perception bias. ...

I was recently re-reading, actually, listening to Camille Fournier’s The Manager’s path. In one of the chapters, Camille talks about some questions to ask when hiring managers. One of those questions was — What is your management philosophy? This took me by surprise. I hadn’t thought of it myself. How would I have answered that? What is my management philosophy anyway? Philosophy By definition, Philosophy has several meanings The study of nature, causes, or principles of reality, knowledge, or values, based on logical reasoning system of thought based on or involving such study an underlying theory or set of ideas relating to a particular field of activity or to life as a whole In this question’s context, it is the third definition that we are looking for from the prospective managerial candidate. ...