This is such a brilliant and insightful piece. That tension between engineering output and leadership leverage is so real, and it’s easy to miss how much mental reprogramming is required when moving into management.
Designing your calendar like a product is an interesting idea. I’ve never heard it put that way, and it makes the abstract idea of “protecting your time” feel way more actionable. I started blocking out strategic review time on Fridays a few weeks ago. Tiny shift, but the compounding impact has been huge.
If I had one thought for making this even stronger next time, it would be that each of these insights could easily stand on its own as a standalone story post with a single, vivid takeaway. This piece is dense (in a good way), but from my experience as a newsletter ghostwriter, breaking it into a mini-series might give each idea more breathing room and make it easier for folks to act on one shift at a time, like you encouraged at the end.
Great post, Gregor. Spot on with every point. You shared both the strategic and tactical, and made it personal. When you're done with Engineering, you could make a killing coaching. I have coached quite a few Engineering managers and above, and one thing I have found in common is that they are great at the tactical. Great efficiency mindset, but their biggest hurdles were in connection with the teams they led, never the execution. Was that also one of your biggest hurdles?
This is such a brilliant and insightful piece. That tension between engineering output and leadership leverage is so real, and it’s easy to miss how much mental reprogramming is required when moving into management.
Designing your calendar like a product is an interesting idea. I’ve never heard it put that way, and it makes the abstract idea of “protecting your time” feel way more actionable. I started blocking out strategic review time on Fridays a few weeks ago. Tiny shift, but the compounding impact has been huge.
If I had one thought for making this even stronger next time, it would be that each of these insights could easily stand on its own as a standalone story post with a single, vivid takeaway. This piece is dense (in a good way), but from my experience as a newsletter ghostwriter, breaking it into a mini-series might give each idea more breathing room and make it easier for folks to act on one shift at a time, like you encouraged at the end.
Thank you so much for sharing 🙌
Glad the article resonated Bechem! Thanks for the feedback.
Thank you so much too for sharing it Omar! I sent you a direct message. Have you seen it?
Glad the article resonated Bechem!
Right, engineer -> to leader is really a big mental shift needed.
Appreciate also your feedback. Definitely, every part would be great standalone as well!
You're welcome Gregor. Thanks for sharing too. Looking forward to your next piece
Great post, Gregor. Spot on with every point. You shared both the strategic and tactical, and made it personal. When you're done with Engineering, you could make a killing coaching. I have coached quite a few Engineering managers and above, and one thing I have found in common is that they are great at the tactical. Great efficiency mindset, but their biggest hurdles were in connection with the teams they led, never the execution. Was that also one of your biggest hurdles?