Open Daily: 10am - 10pm | Alley door pickup 10am - 7pm 3038 Hennepin Ave Minneapolis, MN
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  • Open Daily: 10am - 10pm
    Alley-side Pickup: 10am - 7pm

    3038 Hennepin Ave Minneapolis, MN
    612-822-4611

Open Daily: 10am - 10pm | Alley-side Pickup: 10am - 7pm
3038 Hennepin Ave Minneapolis, MN
612-822-4611
Product Driven: Engineering Leadership Framework for Product Thinking, Ownership, and Impact.

Product Driven: Engineering Leadership Framework for Product Thinking, Ownership, and Impact.

Ezekiel, Sam E.

Paperback

General Computers

ISBN13: 9798293432400
Publisher: Independently Published
Published: Jul 21 2025
Pages: 62
Weight: 0.16
Height: 0.13 Width: 5.00 Depth: 8.00
Language: English
It has never been about giving you more duties in this book. It's about admitting what your job is.
Engineers often mistake engineering leadership for operational stewardship, which includes providing features, getting rid of roadblocks, and keeping quality high. Those are real purposes, but they're not the activities. Actually, the real job is to make sure that engineering work leads to growth on the product. User results come from that technical work. If teams don't understand the why, it's not because it's cool to say we care about impact, but because engineering becomes disconnected machinery without the why.

We've questioned a number of common beliefs in this book, such as the idea that speed is a good indicator of value, that ownership is a personal trait, and that making a product is someone else's job. We no longer see engineering leadership as a wall between engineering and the rest of the business. Instead, we see it as the thing that connects problem-solving, measurable impact, and understanding the problem.

Nothing about this is vague. You know what it looks like in real life: engineers who think like product owners; teams that judge success by results instead of effort; and leaders who use systems instead of control to increase their power. This isn't just theory. Engineers don't just build what they're told, they decide what gets made. It's a different operating system.

One thing you should remember from this book is that engineers are not trained to think about products. It is necessary to be a star in engineering. There's no need for you to hurry things along. You are there to make sure that the process brings something useful to the table.

So don't just change how your team works. Change what they believe they're accountable for.

Because great tech leaders do more than just make software, in the end.

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