ENGINEERING LEADERS CZ 🇨🇿 COMMUNITY
🚀 OUR MISSION
We connect engineering leaders in the Czech software industry and share situations, thoughts, experiences, as well as specific tips and tricks that are proven to be effective.
⭐️ MOTIVATION
- Are you managing a startup development team that's expanding from 2 to 6 people? Are you struggling to balance technical responsibilities (like coding, architecture, and reviews) with interpersonal tasks (such as one-on-ones, setting priorities, strategizing, and managing the development lifecycle)? To top it off, is your manager asking you to focus on hiring new people, onboarding, agility, team education while having tight delivery deadlines?
- Do you feel a bit abandoned in leading your team?
- Do you aspire to gain more inspiration/thoughts around leading your team in specific situations? Elevate yourself and become a leader worth following. 💪
😁 OUR MEMBERS
The group is designed for all levels in the Engineering Leadership track:
- Engineering managers, Team/Tech leads,
- Engineering Directors, Engineering VPs,
- CTOs,
- Product managers, QAs,
- Stakeholders and Peers,
- and those aspiring to similar roles.
🏋🏼 OUR COMMUNITY TEAM
Jakub is our ambassador, continuous supporter and proactive member of our community.
Engineering Manager @kosik.cz
Founder of 🇨🇿 Czech Engineering Leaders Community / 🎓 Engineering Leadership Mentor / Series A-D Fractional Advisor /Moderator and Speaker / Former VP Engineering
Teresa is our full-stack event organiser, organising the community end-to-end.
💎 SPONSORS
We welcome sponsorships in the form of complimentary venues, like conference or co-working spaces. We do not accept other forms of sponsorship.
DISCLAIMER
- Meetups may be recorded for feedback collection, improvements, and possible podcast publication.
- We may take pictures and broadcast them on social media for the benefit of our community.
📚MAIN THEMES
We’ve moved our meetup.com to https://talkbase.io/company/engineering-leaders-cz
For the past sessions, see the list at https://www.meetup.com/czswel/
Top themes
- Making your engineering department successful and trusted in your organization
- Engineering effectiveness, metrics and indicators (predict and control)
- Engineering stability (predictability)
- Engineering processes and methodologies (from firefighting to proud teams via seamless features delivery)
- Cooperation with Product managers (different stages)
- Making priorities, goals and OKRs work (how to translate company goals to dev tickets)
- Engineering teams, scalability and balance (grow your teams)
and most importantly, any current situation we encounter and look for advice. For every meetup, we pick a top theme.
MEETUPS: STABILIZE YOUR TEAMS SERIE
Past events
#S1E7:Turn your teams to ammunition
Situace
- 👉 “Muj team je pomaly, nema duveru. Je to ma chyba?” 💰
- 👉 “Mam vicero lidi/teamu a zacinam mit problem udrzet focus, zere me operativa a meetingy.” 🙈
- 👉 “Na co se zamerit a jak si mam rozlozit svuj cas jako leader?” 🦉
- 👉 “Jaka je mozna a konkretni cesta?”
Co probereme
- 1️⃣ co mne osobne pomohlo, aby teamy ziskali svuj brand a duveru,
- 2️⃣ konkretni kroky ke zlepseni efektivity,
- 3️⃣ jake podminky potrebujeme splnit, aby nam teamy fungovali,
- 4️⃣ jak teamy udrzet efektivni,
- 5️⃣ a hlavne 🔝top 10 tipu a triku, ktere funguji a muzeme je vyzkouset.
#S1E6:One on Ones how to
Situace
- “Mam se na prvnim 1:1 ptat: A jak se ma tva babicka?” 👵
- “Nase 1:1s jsou spis status updaty” 🙈
- “1:1s delam, protoze to po mne chteji, ale sam plne netusim, co ma byt prinosem.”
- “Povidani je spise umele. Nevime, o cem si vlastne povidat” 🙊
Co probereme
- 1️⃣ jake podminky potrebujeme splnit, aby nam 1:1s fungovali,
- 2️⃣ jak vest 1:1s, otvereni, agenda,
- 3️⃣ co mne osobne pomohlo, aby lidi meli 1:1s radi a byly uzitecne,
- 4️⃣ jake jsou rozdily mezi tim, co nam rika literatura vs. aplikovani v nasem teritoriu,
- 5️⃣ a hlavne 🔝top 10 tipu a triku, ktere funguji a muzeme je vyzkouset.
#S1E5:Prioritization frameworks
# Scenario
My teams are not stable enough, working in a mediocre or even firefighting mode. Unplanned interruptions, mixed priorities, many stakeholders, people complain at estimates. The teams are considered poor even though they are working hard at 120%. I want to move them to the next level.
# Solution and discussion
- What are the specific steps to improve the situation? Tips and tricks that work.
- How can I make the planning process efficient: From goals and objectives to sprint planning tasks.
- How we, engineering leaders, have failed, learned and succeeded to make priorities work.
- What works in your company?
#S1E4:Change management
# Scenario
As a director, how to apply the bigger-scale change of a process, mindset or culture, across your company or department.
# Solution and discussion
What are the specific steps to apply the change?
How to ensure the change is persistent?
Our tip and tricks.
#S1E3:Set your team leads
Growing your team leads
- Leadership apprentice program: first 90 days
- Culture, priorities, hiring, growth.
Cilem je vzdelavat se vzajemne rychlosti x4 sdilenim opravodvych zkusenosti a napadu a vzajemneho mentoringu, teorie nechame na knizky.
Nasi skupinu chci zamerne udrzet malou a pozvanky na meetup davat jenom tem, co nam maji co rict kvuli bohatym zkusenostem.
#S1E2:Missions Org structure
Teams structure: Missions, Spacepods, Tribes, and much more.
Cilem je vzdelavat se vzajemne rychlosti x4 sdilenim opravodvych zkusenosti a napadu a vzajemneho mentoringu, teorie nechame na knizky.
Nasi skupinu chci zamerne udrzet malou a pozvanky na meetup davat jenom tem, co nam maji co rict kvuli bohatym zkusenostem.
#S1E1:First 90 days: New team lead growth
This program is designed to ensure the success of new team leads by providing a solid foundation across various areas, such as team lead responsibilities, leadership, growth, product strategy, tooling, mindset, hiring, and so on. Our motivation is to make the teams lead well-settled in 3-6 months, as opposed to letting them sink or swim for 2 years.
The program is planned for 3 months, and provides a well-designed guideline for both the new team lead and their manager.
The new team leads should allocate 30% of their work time, 1.5 days per week.