As engineering teams grow beyond 10-15 people, a predictable pattern emerges: the same leadership challenges surface repeatedly, regardless of industry or technology stack. Teams that understand this pattern scale smoothly. Teams that don't find themselves repeatedly hitting the same bottlenecks despite adding more engineers. Engineering leadership breaks down into four distinct areas, each requiring different skills and focus: People Management, Project Organization, Developer Experience, and Platform Architecture. Most growing teams try to handle all four areas without dedicated focus, creating predictable problems - unreliable deadlines, frustrated developers fighting their tools, team members leaving for better opportunities, and mounting technical debt. When teams recognize these four leadership areas early and plan for them intentionally, they avoid the common trap of overloading one person with responsibilities that require completely different skill sets. The transformation is remarkable - instead of engineering leaders burning out trying to handle everything, you get focused expertise that multiplies the effectiveness of the entire team.

Slack Analytics are a powerful tool for understanding the way your company communicates. How and where your team chats is a pillar of your overall team communication structure.

Your product will reflect the positives and negatives of how your company communicates. In this article, you’ll learn how to analyze the single most critical Slack metric and take action to improve how your company communicates.

Busy, busy, busy.

In any company (small companies especially), it’s easy for leaders to get busy. Rushing between planning meetings, standups, retros, and one-on-ones, then trying to squeeze in some dev work as well. The work adds up quickly and you can barely catch your breath.

So with all this work, how do you know that you’re making progress? What if you’re just running in place? Let’s take a step back and evaluate the difference between doing the right work and just good work.

A little excitement in your job is usually a good thing. It could be learning a new development language, preparing to release a new feature, or taking on new responsibilities as part of a promotion. That’s great for most jobs, but not operations. Let me tell you why.

Production SaaS platforms require operations maintenance, support, tech debt payments, bug fixes, and more. This isn’t even counting the feature work customers, sales, and PM are asking for.

So with all this work to do, how can we manage what to do when? How can we as a team agree on our shared day-to-day priorities? This is a critical challenge to solve, especially now that remote work is so prevalent.