# engineering-mangement Published articles for engineering-mangement. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## EM/PM Relationships Aren't About Luck: 5 Tips for Product/Tech DevFeed: [EM/PM Relationships Aren't About Luck: 5 Tips for Product/Tech]() Original publisher: [Read original article]() Author: Anna J McDougall Published: 2025-05-13T14:53:24Z Content type: opinion Language: en Sources: [Anna J McDougall]() Topics: [Code quality]() Tags: [code-quality](), [compliance](), [engineering-management](), [engineering-manager](), [engineering-mangement](), [identifier](), [improvements](), [iso](), [management](), [product-engineering](), [product-management](), [quality](), [relationships](), [team-lead](), [teams](), [tech-leadership]() ### AI overview An opinion article presents practices for building effective engineering manager and product manager relationships. It emphasizes shared ownership across business, team, and product goals, with quality improvements--including compliance work--as part of an engineering manager's contribution. ### Source excerpt EM/PM Relationships Aren't About Luck: 5 Tips for Product/Tech TeamsHeader image: purple background with the text "EM/PM Relationships Aren't About Luck. 5 Tips for Product/Tech Teams :)" and a photo of Anna and Tanja together.Introduction As my probation period at HelloBetter was coming to an end, my team's Senior Product Manager Tanja Lembcke remarked, "It's great working with an EM who cares so much about product." I could easily have said the same back to her, because it's just as valuable working with a PM who cares deeply about technology, something at which she truly excels. Together, we've become a strong team. Much of that relationship has developed naturally, but I've also noticed a few intentional practices that have helped us along the way. I want to share them here for all the product managers, engineering managers, and whoever else happens to like reading my sporadic blog posts. In the end, Tanja and I didn't just "luck out" working together. There are some tried-and-true strategies we both employ to make the most out of our work and get the results we need. If you prefer LinkedIn, you can view the short-form version of this post as a summary and carousel here. Tip 1: Purposefully be the intersection of business, team, and product As a Team Lead or Engineering Manager, it's important to operate at the intersection of business goals, the engineering team, and product. This means not only using the product but also critiquing it, asking thoughtful questions, and continually returning to the core "Why." It is all too easy to sit back and just wait for features to drop in your lap, estimate them, deliver them, and then dust off your hands with a "job well done" attitude that allows you to add a nice dot-point to your CV about value creation. What is much harder, is to actually focus on quality: that hard-to-measure, hard-to-prove value that is constantly competing with your time. For EMs, we tend to see the word "quality" and jump to the concept of code qu ## Zooming Out From Engineering DevFeed: [Zooming Out From Engineering]() Original publisher: [Read original article]() Author: Square Engineering Published: 2019-04-11T17:24:50Z Content type: opinion Language: en Sources: [Square Corner Blog - Medium]() Topics: [Software Engineering](), [Development](), [Microsoft](), [Amazon S3]() Tags: [advice](), [career](), [communication](), [cross-functional-teams](), [culture](), [engineering](), [engineering-mangement](), [leadership](), [management](), [organization](), [scale](), [teams](), [tech-industry](), [work]() ### AI overview An edited fireside discussion with Square engineering leader Alyssa Henry about leading organizations as they scale. It covers communication, giving employees autonomy, mastery, and purpose, building company culture, and managing cross-functional teams. ### Source excerpt As originally seen on Greylock Partners' blog, here are some insights on leadership, career development, and building teams at scale that Square's Head of Seller, Alyssa Henry, shared during the 2019 SFELC Summit.Square's Head of Seller & Developer Business Units & Infrastructure Engineering, Alyssa HenryHeads up, we've moved! If you'd like to continue keeping up with the latest technical content from Square please visit us at our new home https://developer.squareup.com/blog Leading an organization of 10 employees is considerably different than leading an organization of 10,000+ employees. As teams increase and communication becomes more challenging, a lot can break down. In this episode of Greymatter, we share a fireside discussion from the 2019 SFELC Summit on building and managing scaling teams. NodeSource VP of Engineering, Chanda Dharap talks with Square's Head of Seller & Developer Business Units & Infrastructure Engineering, Alyssa Henry. Alyssa shares lessons from scaling companies at hyper-scale including Square and AWS, how to bring purpose to your employee's work, and advice for building company culture. Alyssa leads Square's cross functional teams with P&L responsibility and is working to shift Square from an app focused on payment processing to a broad financial services platform and commerce ecosystem. Prior, she led AWS Storage Services including Amazon Simple Storage Service and Amazon Glacier where she was responsible for software development and operations. Earlier in her career, Alyssa held several roles in program and product management at Microsoft. SFELC is a curated community of 2500+ engineering leaders evolving the way leadership is implemented in the tech industry. Greylock Partners is the VC partner for SFELC, and sponsored the annual SFELC Summit which hosted top industry leaders to share management best practices and leadership advice. Below is an edited transcript of key points from Dan and Aditya's fireside discussion. https://medium.c