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"Mid-level Engineers". Who are we? We have enough experience to understand the domain of a project and the technical know-how to provide guidance to earlier-career teammates. But how do we continue to grow and reach the next level of team leadership? Let's explore some of the initiatives we can take as mid-level engineers to level up our leadership skills, while contributing to the mentorship of newer engineers. You'll walk away with strategies to do so internal to the engineering team, across disciplines of Design and Product and externally with stakeholders and/or product owners.
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In Mina Slater's talk titled "Managing Out: Strategies for Leveling Up," presented at RubyConf 2021, she explores how mid-level engineers can enhance their leadership skills while mentoring newer team members. She begins by sharing her personal experience of transitioning from early to mid-career in software engineering and the challenges that arose from an expanded team dynamic. Mina emphasizes the importance of practical engagement in leadership roles, even without an official title. She introduces three main strategies that helped her navigate her new responsibilities: - **Set Good Examples and Model Collaboration**: Mina advocates for leading by example rather than through directives. This approach fosters a supportive environment where team members can learn and collaborate organically. - **Utilize Creative Knowledge Sharing**: She stresses the need for clear and accessible documentation and how she used existing tools to improve knowledge transfer and onboarding for new engineers. - **Embrace Ownership and Initiative**: Mina encourages taking the lead on small tasks and responsibilities to develop leadership skills. By volunteering for roles such as managing pair programming rotations, she was able to lighten her leads' workload and contribute to the team's overall efficiency. Throughout the talk, Mina shares practical anecdotes, such as how she facilitated pair programming sessions to share her insights on Ruby and Rails, enhancing her own understanding in the process. She also reflects on normalizing the discussion of knowledge gaps during meetings, thereby empowering her teammates to voice uncertainties and seek guidance. In conclusion, Mina's presentation highlights that mid-level engineers have unique opportunities to lead through collaboration and initiative. By acting intentionally in their roles, they can significantly impact their teams and their own professional growth. Her key takeaway emphasizes that personal growth can stem from day-to-day interactions and leadership practices that cultivate trust and foster a productive team environment. The strategies she outlines are especially relevant for those looking to progress in a technical career while supporting their peers effectively.
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