This page is less of a menu and more of a list of examples. Our early sessions shape what we actually focus on, but here’s a sense of what comes up most with engineering leaders, drawn from my actual coaching and mentoring work.
The work that doesn’t fit in a ticket. Understanding what you’re actually responsible for versus what you’ve just absorbed over time. Figuring out what to formalize, what to leave informal, and what to hand off.
Not just the frameworks like Eisenhower Matrix, but the harder part: what to do when priorities are unclear, shifting, or conflicting. How to stop treating everything as equally urgent. How to make a call and commit to it.
Why it’s hard to hand things off even when you know you should. What you’d need to believe about your team, and yourself, to actually do it. The difference between delegating tasks and delegating judgment.
Empowering people to step up. Figuring out what individual engineers actually want from their work. Transitioning a high performer into a mentoring role without losing what makes them effective.
Making your work and your team’s work visible. Shifting a narrative that’s gotten away from you. Speaking with authority when you don’t feel it yet. Having the difficult conversation you’ve been putting off.
When to turn something ad hoc into a documented process. How to design a process that people will actually use. The difference between a process and a checklist, and when each one is the right tool.
Learning your specific signals. Building micro-recovery practices that work with your actual constraints. Getting back from a hard stretch without waiting until you’re running on empty.
Communicating technical decisions to non-technical stakeholders. Navigating cross-functional relationships that have gotten complicated. Escalating risk without it feeling like a failure.
The IC-to-leader transition is genuinely disorienting. The work that used to make you feel competent looks different now. Working through what leadership actually means for you, not in the abstract.
What does sustainable look like at your current level of responsibility? What are you carrying that you don’t need to be? Planning ahead for what’s actually coming, not just what’s on fire right now.
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