What defines progress in a software project? According to Alisson Vale in A Fórmula da Eficácia, progress isn’t measured by how much code is written or how fast features are delivered—it’s about solving the correct business problems. This principle challenges Tech Managers to rethink traditional success metrics and focus on delivering significant outcomes. Providing the […]
In Clean Architecture by Connor Wallace, the Common Closure Principle (CCP) provides a vital framework for designing highly maintainable and adaptable software components. The principle emphasizes grouping classes and modules into components based on shared reasons for change while separating those that evolve independently. This ensures that components are cohesive, minimize unnecessary dependencies, and remain […]
“Cover and Move” from Extreme Ownership by Jocko Willink and Leif Babin is a critical reminder: success isn’t achieved in isolation. It’s about teamwork, collaboration, and breaking down silos. For Tech Managers, this principle is a call to action to foster a culture where departments and teams mutually support one another, aligning efforts toward the […]
Achieving high performance in technology organizations is not about shortcuts or off-the-shelf solutions. As Nicole Forsgren, Jez Humble, and Gene Kim emphasize in their book Accelerate, proper performance comes from developing capabilities tailored to your unique context, goals, and challenges. This path requires deliberate effort, focus, investment, and—above all—time. For Tech Managers, this principle is […]
Adaptability and security are crucial in software development, especially in a rapidly changing ecosystem of libraries and frameworks. A perfect example is when a commonly used library changes its licensing terms—say, a PDF generation library switching to AGPL-3, which introduces legal complexities. The Dependency Inversion Principle (DIP), a core tenet of SOLID principles, provides a […]
Ego is a double-edged sword in leadership. On one hand, it can drive ambition and excellence, pushing individuals and teams to surpass expectations. Conversely, when unchecked, it can cloud judgment, disrupt collaboration, and derail projects. For Tech Managers, recognizing and controlling their egos and addressing their teams’ egos is essential to fostering a culture of […]
The concept of Extreme Ownership, as outlined by Jocko Willink and Leif Babin in Extreme Ownership, is a cornerstone of effective leadership. The principle that “there are no bad teams, only bad leaders” resonates deeply with Tech Managers’ daily challenges. Owning the outcomes and your team’s culture, standards, and performance transforms ordinary groups into high-performing […]
The role of a Staff Engineer has expanded far beyond technical excellence. As highlighted in Team Topologies, an effective technical leader needs more than just deep engineering expertise; they must possess social and organizational skills to navigate complex team dynamics and influence structural decisions. This shift reflects the growing need for Staff Engineers to operate […]
Teams often need more time to juggle multiple priorities with limited capacity, leading to chaos, burnout, and poor results. To break this cycle and establish clarity, Tech Managers must focus on what truly matters—for their teams, their organization, and their customers. But how do you identify the most impactful challenges and effectively direct finite resources? […]
In software development, we often associate problem-solving with writing code. However, as Nicole Forsgren, Jez Humble, and Gene Kim emphasize in Accelerate, solving business problems with minimum code—or even without writing code—is a more effective and sustainable approach. As a Staff Engineer, your role extends beyond technical expertise; you’re a mentor who can inspire teams […]