Tiny Things That Throw You Into Chaos: Engineering Leader’s Way Out of Daily Havoc

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Probably the most noticeable change engineers experience when they become leaders is the increase of day-to-day chaos. The moment you become responsible for the work of a team or a large area, tasks start coming at you. Dozens of them! Sometimes, per day. And also, questions. From everyone and their dog! And finally, meetings. Lots of them, long and short, exciting and boring... Does it sound familiar?


To me, very. And it took me quite some time to figure out what to do with that. I'm going to share my recipe for taming the chaos with you. I'll talk about the components of that chaos, of reasons that they occur, and about solutions for avoiding it.

This talk has been presented at TechLead Conference 2024, check out the latest edition of this Tech Conference.

FAQ

Anton is a father and enjoys mountain skiing and hiking.

Anton is an engineer and director at Canonical, working in the store team. He is responsible for the Snap Store and JamHub backend.

Canonical is known for being the publisher of Ubuntu, a popular operating system.

Yes, Canonical is hiring. You can check out their opportunities on canonical.com.

Anton mentors and coaches other engineering leaders pro bono. He encourages those with questions to reach out to him.

Unstructured information streams can lead to chaos, with tasks recorded everywhere, lack of task prioritization, and overload, resulting in inefficiency and burnout.

The four steps are: Organize, Prioritize, Delegate, and Focus.

By using email folders with auto-sorting rules, establishing messenger notification discipline, creating one list of tasks in a to-do app, and going asynchronous with tasks unless they are very quick to do.

The Eisenhower matrix is a prioritization technique that distinguishes between urgent and important tasks, helping to schedule tasks based on their priority.

Delegation helps in scaling, removes bottlenecks, frees up the leader's agenda, and provides other team members with opportunities for growth and skill development.

Anton Kazakov
Anton Kazakov
25 min
15 Jun, 2024

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Video Summary and Transcription

This Talk discusses the challenges faced by engineering leaders and provides strategies to overcome them. It emphasizes the importance of organizing, prioritizing, delegating, and maintaining focus. Techniques such as email organization, task prioritization using the Eisenhower matrix, and delegation to scale work are highlighted. The Talk also emphasizes the need to protect and schedule focus time to avoid overload and fragmentation. Overall, the Talk provides practical advice for engineering leaders to navigate the chaos and enhance productivity.

1. Introduction and Personal Background

Short description:

I'm Anton, an engineer and director at Canonical. Today, I'll talk about the tiny things that throw engineering leaders into chaos and how to find a way out. I mentor and coach other engineering leaders and enjoy mountain skiing and hiking.

Hey, everyone. Thank you for having me. I'm delighted to present at TechLeadConf today and in the next 20 something minutes, I'm going to be talking about the tiny things that threw us, engineering leaders, into chaos, and we'll describe a way out of this daily halo.

A little bit about me first. I'm Anton. I work as an engineer and director at Canonical in the store team. We're the publisher of Ubuntu. You may have heard of this operating system, and my team is responsible for the Snap Store and JamHub backend if you've heard these keywords. By the way, we're hiring at Canonical, so do go ahead and check out our opportunities on canonical.com.

As an engineering leader, I mentor and coach other engineering leaders, so, yes, if you have any questions that you'd like my input on, do reach out by all means. I do that strictly pro bono right now, so let's chat if you want. I'm also a father and a fan of mountain skiing and hiking. With that, let's get cracking on the topic, and let's start with a story about a fictional engineering manager, and, as usual, all similarities with real-life characters and events are totally accidental.

2. A Day in the Life of an Engineering Manager

Short description:

Our engineering manager starts the day feeling unwell-rested and rushes to work. They struggle with overflowing emails, a packed calendar, missed urgent issues, and large pull requests. Additionally, they are reminded of a form due a week ago. Despite their efforts, the day continues to be chaotic with angry messages and constant investigations. Finally, after a long day, they can briefly relax before it all starts again.

Our engineering manager wakes up, not really feeling well-rested, because they've slept, but it didn't quite help, as it often happens in their life, unfortunately. They look at the time, and, oh gosh, they're late.

It's time to put together a sloppy sandwich for breakfast, throw it directly into the furnace, so to say, and set off to their workplace, where, first things first, they find the biggest available mug and fill it with coffee to get through the morning, but they just blink and the mug is empty. Oh, God, so they need to make more coffee and be more mindful about drinking it, and all of that to actually not go and check their inbox, because it's dreadful.

They dread checking their inbox. Every time they do that in the morning, there's plus 1,000 unread messages in total chaos, unreadable, but they check it this time, and there's just plus 700 since yesterday's evening, so maybe the day is going to be a little better today, and they check their calendar and realize that, no, it's not going to be better, because their calendar is painful to look at, because their entire day is booked with meetings, so no real time to do real work.

Well, it is what it is. They sigh, and the day begins. Halfway through their first meeting, they get an angry message from their CTO, who says that they missed an urgent issue from sales department. Unfortunately, our engineering manager has no idea what they're talking about, so they do some digging in their K07 inbox, and there it is. Five days ago, there apparently was an email thread with URGENT in caps in the subject, and they didn't quite react to this email thread, unfortunately, so they sigh again and go investigate what the issue might be and receive a notification from the corporate messenger saying, at channel, look at my new pull request, someone.

Well, they are the engineering manager, right? They have to look at the pull requests their team is creating, certainly, so they click on the link and see a 2,000 line monster. Well, they're terrified, of course. They think, first thing, that, like, how many times do they have to tell their team that pull request must not be that big. It should be tops 200 lines or 300 lines or something, but they're the engineering manager. They have to do it, so they go and check the pull request.

Well, halfway through the pull request, an HR person also reaches out to them by a messenger saying that our engineering manager owes them a form about a new starter starting tomorrow, and this form was due a week ago, and guess what? There was an email notification about it. Well, yeah, it's also urgent, so our engineering manager starts working on that form because a new starter starts tomorrow. It needs to be filled.

At this point, someone mentions their name in the meeting that they're in, and they have no idea what the context was and why someone mentioned their name, but luckily, it didn't sound like a question, so they may be able to just sit it out and not need to embarrass themselves saying that they weren't paying attention. So yeah, finally, the meeting is over. The HR form is done. The first achievement of the day. Yay.

Unfortunately, there's an even angrier message from the CTO because the sales issue is still there, and our engineering manager hasn't responded to any of the requests about it. So yeah, they start investigating again, and the day just goes on like that. At last, it is over, about two, two and a half hours after the official end of the working day, but in two and a half hours after that, our engineering manager can finally go home and arrive there just in time for a very quick dinner and to crawl into bed and binge some TV show before they switch off, and then the next Groundhog Day actually begins. So yeah, that's the end of the story.

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