Camille Fournier
Everything, newest first — across every channel. Their profile →
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31 May
22 November 2025
5 June 2025
28 May 2025
From one piece 10 Years of Engineering Ladders 4 beliefs, in the piece's order there
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Their words
The Tyranny of Structurelessness has yet to be overcome, and for those who still care about creating strong, transparent, equitable organizations, this work matters.
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Their words
Assuming you are still hiring junior engineers (you really should be even in this AI era), the good ones will learn quickly and want to see career progress in their first few years of working.
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korrents.com
Defining what expertise looks like in a job family is not HR’s work, and a career ladder left to them will be wrong.Their words
Don’t let (or make!) HR do all of the work. It’s really not their job to define expertise in your functions.
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Their words
You should not try to create a ladder that functions as a pure checklist or scorecard that guarantees promotion if people check enough boxes; promotions are as much about the needs of the organization as the skills of the employees.
28 July 2023
14 August 2022
15 January 2022
9 October 2021
From one piece How New Managers Fail Individual Contributors 6 beliefs, in the piece's order there
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Their words
New managers, make sure that you aren’t trying to be a senior engineer who has direct reports.
How New Managers Fail Individual Contributorselidedbranches.com
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Their words
great engineers really shouldn’t need to manage large teams to get promoted, and companies lose out on a critical skillset when they push all of their good engineers into management.
How New Managers Fail Individual Contributorselidedbranches.com
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Their words
But it is critical that you step back on the technical decisions to make room for the team members to own things and grow.
How New Managers Fail Individual Contributorselidedbranches.com
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korrents.com
Passing tasks to a team without the context behind them tells them they are the doers and the manager is the decider.Their words
When you don’t give your team the context for the work and just pass on tasks and work items to them, you make it clear that they are simply “doers” and your job is the job of “decider.”
How New Managers Fail Individual Contributorselidedbranches.com
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korrents.com
A manager whose own code finishes every project is adding their value rather than multiplying the team’s.Their words
If it’s your code that gets you over the finish line for every project, you aren’t providing multiplicative value for the team, you’re providing the additive value of your work as an engineer.
How New Managers Fail Individual Contributorselidedbranches.com
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Their words
As a manager, your output is not measured by your individual work. Rather, your output is measured by the work of your team and the people that you influence.
How New Managers Fail Individual Contributorselidedbranches.com
12 June 2021
29 May 2021
24 January 2021
22 November 2020
22 September 2020
9 May 2020
12 May 2019
23 November 2018
17 November 2018
22 September 2018
29 July 2018
7 March 2018
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