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Moving Towards Structure презентация
Содержание
- 1. Moving Towards Structure
- 2. My Story Grew Rent the Runway’s engineering team from ~12 to 55 and counting
- 3. My Organizational Goals To create a relatively
- 4. Flat We start flat, except of course
- 5. Time to add some structure! Maybe I’ll hire a VP of Engineering!
- 6. How about a Tech Lead? Great I’ll
- 7. Perhaps a Director of Engineering Not quite VP, not quite Tech Lead
- 8. Either way, your flat is dead It
- 9. What does this new leader DO? They make my life easier, of course!
- 10. No, really I dunno. They handle… Project
- 11. If you don’t know, you’re set up
- 12. “They’ll define the role themselves!” If you
- 13. A bad, but common, case HR hires
- 14. Creating Clarity The minute you create hierarchy, you need clarity
- 15. The Engineer Ladder: What The list of
- 16. The Engineering Ladder: Why Gives you a
- 17. Creating an Engineering Ladder Step 1: Ask
- 18. I really don’t want to do this Why not?
- 19. I’m afraid everyone will be clamoring for
- 20. Expect some anxiety Ladder rollouts do generate
- 21. I’m afraid people will think they should
- 22. I’m afraid titles will cause us to
- 23. There are more paths to excellence than
- 24. Premature optimization! True. You probably don’t need
- 25. WHAT ABOUT MY VIBE? Your vibe is
- 26. I’m the CTO, this isn’t my job!
- 27. Conclusion Clarity Clarity Clarity Clarity
My Story Grew Rent the Runway’s engineering team from ~12 to 55 and counting
Слайд 3My Organizational Goals
To create a relatively meritocratic environment
To limit bias
To develop
the leadership talent on my team
To hire a diverse workforce
To hire a diverse workforce
Слайд 4Flat
We start flat, except of course for “the founders” or perhaps
“the executives”
First you have 3 directs
Then 5
Then 10
Then… you start to break down
First you have 3 directs
Then 5
Then 10
Then… you start to break down
Слайд 6How about a Tech Lead?
Great I’ll take my most senior/favorite dev
and make them “Tech Lead” of some of the software
Слайд 10No, really
I dunno. They handle…
Project Management!
People Management for part of the
team!
All Management so I don’t have to!
Architecture!
All Management so I don’t have to!
Architecture!
Слайд 11If you don’t know, you’re set up to fail
Inevitably, this person
is going to not read your mind exactly the way you wish they did
How do you know whether they’re incompetent or just confused?
How do you hold them accountable when you don’t know what they’re SUPPOSED to be doing?
How do you know whether they’re incompetent or just confused?
How do you hold them accountable when you don’t know what they’re SUPPOSED to be doing?
Слайд 12“They’ll define the role themselves!”
If you hire someone who has done
this job before and you have a shared context, that might be ok
IE, you both worked for Google, and you hired a senior manager at Google to be a Director of Engineering
IE, you both worked for Google, and you hired a senior manager at Google to be a Director of Engineering
Слайд 13A bad, but common, case
HR hires people with random titles based
on what you said you needed to hire
“Frontend Engineer”
“Lead DevOps”
“iOS Specialist”
Pay people directly based on experience and whatever HR magic formula
“Frontend Engineer”
“Lead DevOps”
“iOS Specialist”
Pay people directly based on experience and whatever HR magic formula
Слайд 15The Engineer Ladder: What
The list of job levels and the description
of what goes in each of those levels
BEST PRACTICE: Above Senior Engineer, has a separate path for “Manager” vs “Individual Contributor”
A device to create clarity on your team and, if done well, limit bias
BEST PRACTICE: Above Senior Engineer, has a separate path for “Manager” vs “Individual Contributor”
A device to create clarity on your team and, if done well, limit bias
Слайд 16The Engineering Ladder: Why
Gives you a framework for hiring, paying, promoting
Forces
you to become more clear in what you expect from people
Forces you to push that clarity into your hiring process and possibly hire better
Gives your team a growth path that helps them imagine their future with you
Forces you to push that clarity into your hiring process and possibly hire better
Gives your team a growth path that helps them imagine their future with you
Слайд 17Creating an Engineering Ladder
Step 1: Ask your friends for theirs
Step 0:
Make friends with people who have teams big enough to justify a ladder
Step 2: Be realistic about how it applies to your team
You may not need all the levels. You may need more levels.
Write it up. Get feedback. Rewrite it.
Share it.
Step 2: Be realistic about how it applies to your team
You may not need all the levels. You may need more levels.
Write it up. Get feedback. Rewrite it.
Share it.
Слайд 19I’m afraid everyone will be clamoring for titles
They probably will when
you roll this out BUT
This gives you the chance to make it clear to them what success looks like!
Give them something to work towards!
Give you both a framework for talking about how they are succeeding and how they are not
This gives you the chance to make it clear to them what success looks like!
Give them something to work towards!
Give you both a framework for talking about how they are succeeding and how they are not
Слайд 20Expect some anxiety
Ladder rollouts do generate anxiety around upward mobility
On the
flip side, with no ladder, people that care about upward mobility leave for a better title elsewhere
Слайд 21I’m afraid people will think they should be promoted who aren’t
ready
Well then, that is why you need to be very clear about what you expect at each level
People will want to be promoted with or without a ladder, if you have any sort of leadership
They’ll also want bigger pay, more options, bigger projects
How do you determine who gets what?
Слайд 22I’m afraid titles will cause us to lose voices of others
It
takes more than “no titles” to ensure that voices are actually heard
Слайд 23There are more paths to excellence than climbing a ladder!
True! And
a ladder doesn’t take the place of other training
Embrace add-ons, badges, specialties
Embrace add-ons, badges, specialties
Слайд 24Premature optimization!
True. You probably don’t need to do this when you
have only 1 non-founder/executive “leader”
But the minute you need 2…
But the minute you need 2…
Слайд 25WHAT ABOUT MY VIBE?
Your vibe is a function of your company
values and culture
Do you know what your company values are?
It is very possible to design a ladder to reflect and reward those values
Do you know what your company values are?
It is very possible to design a ladder to reflect and reward those values
Слайд 26I’m the CTO, this isn’t my job!
Like hell it isn’t
If you
are very lucky, you might find a VPE to do this for you
I would not hold my breath
This isn’t rocket science. If you can architect a system, you can architect a team.
I would not hold my breath
This isn’t rocket science. If you can architect a system, you can architect a team.
