So, in the spirit of the season, I’d like to give you a gift.

These are the biggest lessons I learned in 2025.

Besides Code was founded on sharing knowledge and helping you grow. This small present might be exactly what you need right now.

Your health comes first

Nothing matters more than your health. Not your job. Not your family. Not anything else.

I learned this the hard way this year.

By the end of the summer, I had said “yes” so many times that I had no energy left. No desire, either. I was officially burned out — and I had no one to blame but myself.

I thought I understood burnout. I’d been exhausted and overworked before. But this time was different.

It touched every part of my life.

I didn’t want to do even the most basic things — like getting out of bed or eating.

I didn’t want to work on my side projects.
I didn’t want to create content.
And I didn’t want to do my day job.

“What’s the point of working on my side projects? I’m just going to fail again,” I thought.

“Why bother posting on LinkedIn or writing on Substack? I’m a fraud.”

“I’m useless at work. I’m not providing any value.”

The worst part? My relationships suffered too.

I wasn’t myself. I became needy, anxious, constantly overthinking, and catastrophizing everything.

Once I realized I was dealing with burnout, I made a simple two-step recovery plan:

• Stop every non-essential activity

• Find joy again without screens or people

I canceled meetings.
I stopped posting.
I paused coding on the side.

I was doing too much. And I had to stop everything I’d said yes to.

I knew I couldn’t do it all. And even if I could, would I want to? Multitasking never works.

I filled that new space with things that genuinely made me happy.

I journaled.
I took daily walks.
I read a lot.
I prioritized sleep.

Many of these things are free — yet they’re priceless.

They fill my cup. They make me feel alive. And they give me the energy to create, build, and help others.

I’ve slowly started saying “yes” again. But this time, it’s on my terms and within my boundaries.

Your physical and mental health must always come first.

Because how can you do great things in this life if your body and mind aren’t well?

Showing up matters more than streaks

One of my goals this year was to post daily on LinkedIn and Substack.

The streak lasted six months — and then it ended.

Did I fail because I didn’t hit my goal?
Absolutely not.

I showed up consistently. And that matters more than any streak.

As creators and builders, we love to glamorize numbers.

“How many likes did your last post get?”
“How many apps did you build this year?”
“How many days in a row did you commit code?”

But numbers don’t tell the full story.
And there’s more to life than metrics.

Instead of counting followers or calculating engagement rates, try asking yourself this:

Am I learning?
Am I growing?
Am I having fun?
Am I making an impact?

Streaks can help you start a habit.
But they aren’t meant to last forever.

Just show up.

That’s enough.

Communication isn’t optional

Wouldn’t it be great if your manager were a mind reader?
What about your coworker? Your partner? Your kids?

You’d never have to explain yourself.
You’d always know how they felt and what they were thinking.

Of course, that’s not how life works.

So we have to communicate.
It’s required. It’s not optional.

The truth is simple. No one knows what’s going on in your head unless you tell them. I was reminded of this again and again throughout the year.

I messaged colleagues when I needed help.
I invited friends to join me on livestreams.
And I asked you to consider purchasing my digital products.

None of that would have happened without communication.

I had to say what I wanted. We all do.

Yes, it can feel uncomfortable. Even embarrassing, especially when asking for help. But the discomfort is temporary. The outcome can be better than we ever imagined.

Communication is essential to life.

It can be the difference between feeling stuck and miserable and finding fulfillment and purpose.

If you don’t ask, you don’t get.

I love this expression. It reminds us of the power of communication and gives us hope for what could be.

Growth requires change

We’re surrounded by change. In nature. At work. At home. Even in our own bodies.

And yet, we struggle to accept it. Sometimes we even resist it.

One of the biggest lessons I learned this year is simple: growth requires change. And it’s hard to change when you’re comfortable.

When you’re comfortable, you want to stay that way. Change threatens that comfort. It also brings uncertainty.

At work, there were roadmap shifts and project pivots.
My relationships with friends and family changed.
Even my interests and beliefs are different now than they were a year ago.

Some of these changes were scary at first.

But over time, they became less scary.

And once I realized those changes were helping me learn and grow, I stopped fighting them. I welcomed them.

The next time you face a big change in your life, try to look on the bright side.

Growth is ahead.

You’ve stepped outside your comfort zone before.
And you can do it again.

I’m grateful for this year, even though it didn’t go as planned.

I pushed myself outside my comfort zone.
I chose my health.
I showed up when I could.
And I leaned into change.

Life is a constant cycle of growth and change. The lessons we learn along the way are what make that growth possible.

Here’s to another year of lessons.

What did this year force you to learn?

Let’s keep learning and growing together.

I’m delighted to share this guest post from my friend, . We went live together on LinkedIn earlier this year to chat about avoiding common engineering pitfalls. We also talked about his brilliant book, Keep Calm And Code On. I’m so glad he wrote this guest post about a popular pitfall — development by hope.

I’ve developed by hope countless times in my career. We’ve all been there. You write some code, ship it, and pray it works. While this might work sometimes, it’s not a good habit to form, nor does it make you a good teammate. There will be times when you need to dive deep into something to learn it or fix it. And as painful as that might be, it’s worth it. Read on to learn more about development by hope and how to avoid it.

Over to you, Alex.

A few years back, I was in charge of fixing a bug that was causing one of the main pages in our application to crash. My approach could only be described as frantic. The code itself was in a part of the codebase I wasn’t too familiar with, and I had a proposed change that I consulted with a colleague on.

Since this was impacting customers, I was in a rush to push the deploy button as fast as possible. When my coworker who knew the code better suggested that I write a test to verify my change, I exclaimed, “It’s a hotfix, I don’t have time for tests!”

He paused for a second, then solemnly replied, “Those are the times you need tests the most.” His response took me by surprise, and his words still echo in my head years later whenever I’m addressing a hotfix.

I’ve since come to refer to this style of approaching a problem as “Development by Hope.”

Development by Hope occurs when you throw out a solution that you’re not particularly confident in and instead rely on having enough luck on your side to make it over the finish line. It’s taking the phrase “I’d rather be lucky than good” and quite literally applying it to software.

I’ve seen it time after time, and I myself have done it more times than I’d care to admit.

Hard-to-Reproduce Bugs

The underlying cause for Development by Hope is hard-to-reproduce issues. In my experience, these issues come in 2 flavors:

1. A race condition makes the issue appear intermittently.

   • For example, a webpage’s visual bug that only appears intermittently upon browser refreshes.

2. An interaction occurs in a hard-to-access area of the codebase.

   • For example, a bug that happens on the last step of a 10-step modal wizard. Both the data needed to set up that flow as well as clicking through could be painful to set up.

If you’re unlucky, a problem will fall into both categories at once. Those are the times that are most trying even for seasoned developers.

The problem with relying solely on hope is the same problem with tech debt in general: you’ll likely be able to do this for a while, but once that debt reaches a tipping point, there are all kinds of problems in the system. Not to mention that in the case of hotfixes in particular, I’ve found that haste often begets the need for another one right after.

Annoyance as a Code Smell

Before succumbing to how hard a problem is, I’ve found that flipping the script and asking myself “What can I do to be confident in a fix?” to be an incredibly effective technique. In my opinion, this is one of the most effective ways to jump right to the underlying pain point.

Let’s re-examine the examples of hard-to-reproduce issues from before and look at possible ways to deduce their underlying pain:

A webpage’s visual bug that only appears intermittently upon browser refreshes.

When seemingly random behavior arises, the only real way to be confident in fixing it is through understanding the lifecycle of an action. Being able to effectively debug and utilize observability tools are skills that are indispensable for this sort of task. If you can’t explain it, you can’t be sure you’ve solved it.

A bug that happens on the last step of a 10-step modal wizard.

This sort of issue is a real test of a feature’s architecture. Confidence here means being able to run this 10th step with a variety of input along the way. You’ll need the aid of short feedback loops which may also require mocking out data and other development environment niceties.

In either case, the initial feeling I’ve had when encountering both of these types of problems is annoyance. Annoyance that, for one reason or another, I’m not able to have my cake and eat it too when it comes to shipping high-quality code quickly.

But now I recognize that annoyance is a code smell that points to a chance to make things better in your system. Maybe it’s adding tools to increase observability, or maybe it’s expanding a test suite. Sometimes it’s as simple as taking the extra 5 minutes to write a test when you’re in the fervor of a hotfix.

Development by Hope doesn’t build robust systems. Confidence does. Chase the pain, fix the system, and leave the luck to the lottery.

Thanks to for writing about this common engineering pitfall. Please read his book and follow him on LinkedIn.

Don’t judge a book by its cover.

We’ve all heard that phrase, but we still do it.

Especially when it comes to jobs and interviews. We try to map out the next few years of our career after just a couple of hours in interviews.

I’m guilty of this. And I’ve been totally wrong sometimes.

It’s unsettling when you realize you judged too soon. You might even panic and wish you could hit rewind. I hate to break it to you, but that button doesn’t exist. The good news? There might still be time to change course.

In this post, I’ll share some common situations where a job or company turns out differently than expected. It happens all the time. And knowing how to respond can help you turn things around — and find your way forward.

The code

Companies are protective of their code. If you're lucky, you’ll hear about the tech stack in interviews or maybe see a quick demo. But that’s usually it.

They’ll highlight the fancy tools and gloss over the tech debt. And honestly, we do the same thing in interviews — we talk up our strengths, not our weaknesses.

I’ve seen all kinds of codebases. I’ve been told “our codebase is easy to learn,” only to still be lost months in. I’ve also heard “our code is complex,” and it turned out to be a glorified Next.js app.

I’ve even been flat-out lied to: “We don’t have much tech debt,” or “You won’t have to fix bugs.” So take what you hear in interviews — and even your first few weeks — with a grain of salt. The truth will surface. It just might take some time, and that’s okay.

After working through a few tickets, you might realize things aren’t what you expected.

There’s more legacy code.

The architecture is messy.

You’re seeing tools you’ve never used before.

It can be frustrating, but don’t accept defeat. You can get up to speed. Here’s how.

Zoom out before you zoom in

Before diving in, take a step back.

• What’s the tech stack?

• Which core packages are used?

• How is data fetched?

• How is code tested?

• What’s the build pipeline?

Once you have the lay of the land, you’ll feel more confident about where to start.

Create a learning plan

Did anything feel unfamiliar when you zoomed out? New tools? Old ones you haven’t touched in years?

Make a list of what you need to learn or relearn. Break big topics — like new languages or frameworks — into smaller chunks.

Turn your list into a learning plan. Block time on your calendar to work through it. You’ll build knowledge piece by piece.

Start coding

Reading code is helpful, but writing it is better. So spin up a scratch branch and start experimenting.

Add code. Change things. Delete stuff.

See what breaks. Pay attention to what changes.

When something doesn’t make sense, write it down. You can revisit docs or ask a teammate later.

Once you’re comfortable with a part of the codebase, pick up real tickets related to it:

• Know how testing works? Add a test to an existing function.

• Understand the component library? Build a new component from a recent design.

• Feel good about the data schema? Take on a task that updates it.

You’ll have questions — and that’s fine.

What matters is that you’re making progress. Bit by bit, you’ll get there.

The culture

Company culture is hard to gauge from a couple of interviews.

You might meet some friendly folks — but does that mean everyone is like that?

A hiring manager might preach work-life balance, but is it actually practiced?

Here are a few things I’ve experienced:

• I’ve met great people in interviews, only to later discover some not-so-great ones on the team.

• I’ve been promised a culture that values work-life boundaries, then found myself logging off alone at 5 p.m. while others messaged me at night.

• I’ve heard “we’re like family,” then watched the company lay off half the team.

Culture can be tricky. But you’re not powerless. Here’s how to stand tall — no matter what you walk into.

Establish your boundaries

Share what matters most with your team. That could be how you like to communicate, your work hours, or something about your identity.

Being upfront invites others to respect your space — and learn more about you.

Don’t want messages after hours? Say so.

Need a break from lunch meetings? Speak up.

You’re setting the tone. And you might just inspire your teammates to do the same.

Talk with leaders

Leaders are responsible for creating a healthy work environment. One that supports collaboration, growth, and performance.

If something — or someone — is getting in the way, tell them. Share your concerns early and often.

This helps build trust. And it shows you care about the team, not just yourself.

Get to know your team

It’s easy to form quick judgments. We’ve all done it.

But people can surprise you. Someone who seems quiet at first might open up over time. Others might come off strong in a group but be kind and thoughtful one-on-one.

Spend time with your team. Do 1:1s. Pair on work. Share wins.

Strong relationships take time — and effort. Support each other. Give honest feedback. Be human.

Your first impression might be right — or totally wrong.

You won’t know unless you stay curious and give people a chance.

Your career

You can’t get a full picture of your career path from interviews alone. It often takes weeks — or even months — to get a better sense of things. And even then, you might be left with more questions than answers.

The truth is, your ability to get promoted, earn a raise, or move into a new role is often shaped by factors outside your control — budgets, open roles, team size, and leadership opinions. But that doesn’t mean you’re stuck.

Here’s what I recommend if you want to keep growing at any company.

Be your own hype person

No one knows your growth better than you do. You know which challenges you’ve overcome, what problems you’ve solved, and what skills you’ve picked up.

So share that.

Give your manager regular updates about your progress. Sure, they might know some of what you’ve accomplished — but probably not all of it.

This could be a brag doc, a quick async message, or a one-on-one chat. However you do it, take pride in your growth. It’s your best evidence for what you want next.

Lead without the title

Sometimes you can’t step into your next role because of timing, budgets, or team structure. That’s frustrating, but don’t let it stop you.

Take ownership. Build trust with your teammates. Act like a leader now, even if your title doesn’t say so.

You don’t need to be a team lead to plan a project. You don’t need to be a manager to support your peers in 1:1s.

When you lead without the title, you:

• Show others what kind of leader you are

• Start practicing the skills you’ll need when you do get promoted

No one needs to give you permission. Start now.

You’ll be more than ready when the opportunity comes.

Own your future

Guess who cares most about your career? It’s not your manager. It’s not a senior leader.

It’s you.

If you’re waiting for promotions and raises to just happen — you might be waiting a long time.

No one owes you anything. So if you want something, own it.

Figure out what you want.

Make a plan.

Take action.

This also makes it easier to get support from your manager and teammates:

• Want to learn a new part of the codebase? Ask to pair with someone.

• Want to change teams? Talk to the team lead and share your interest.

• Want to move from IC to manager? Work with your manager on a transition plan.

And sometimes, owning your future means facing a tough truth — there might not be a path forward at your current company.

That’s okay.

Part of growth is knowing when it’s time to move on.

It might feel uncomfortable at first. But putting your future in your own hands is how you create real momentum — and real change.

When the truth unfolds

Companies and candidates pour time and energy into interviews. But the truth is you won’t really know if it’s a match until you start working together.

Both sides try to put their best foot forward. So it’s no surprise that flaws and red flags don’t show up right away.

The good news? You can let go of first impressions and embrace reality as it unfolds. That takes ownership of your role and your career, but that’s a good thing.

Next time you’re tempted to judge a company or role too quickly, pause.

The truth is usually somewhere between what’s visible and what isn’t. Give it time. Be patient.

I’d love to hear your stories:

What have you learned from a time when a job or company turned out very different than expected? Drop your thoughts in the comments. Your experience could help someone else navigate theirs.

I’m thrilled to share this guest post from my friend, . We went live together on LinkedIn to talk about creating videos. Sara has been a major inspiration to me when it comes to content creation, especially video content. She even helped me record my first few videos as a solopreneur. I highly recommend her services!

It’s easy to overthink video and put pressure on yourself to make it perfect. But as Sara reveals, you can get started with what you have today. And you don’t even need to talk on camera. Adding video to your online content can help you build a stronger connection with your audience. Read on to learn just how simple it is to create your first video.

Over to you, Sara.

When I posted my first video on LinkedIn, I had been overthinking it for months. I’d think to myself almost daily: “I need to get on video”. But the idea of actually hitting that ‘post’ button seemed too far-fetched.

I thought: Maybe one day, down the road. Maybe when my business gets bigger. Maybe when I stop caring what people think.

But with the launch of a new LinkedIn video feed format in 2024, I knew there was no better time to start posting my videos. I had to start before I felt “ready”.

And, now that I’ve done it (many times over), I can safely say it was one of the best decisions I’ve made for my personal brand and business.

So, how do you create your first video, too?

Let’s go over the basics and get you on camera.

What type of video should I create?

Most people automatically think “I’ll pull out my camera and just speak”. After all, we get on Zoom calls regularly. We see talking head videos in the feed. It looks easy enough!

So you pull out your camera. And immediately freeze up.

Almost everyone goes blank here.

This is why I always recommend people start by not speaking on camera at all. Instead, film some clips of you working, and let the text part of your post do the talking. It’s still you appearing on camera, but it’s lower effort and you can go through the motions of posting a video without the cringe factor.

By the time you do that a few times, you’ll be ready to speak on camera. And if not, that’s okay too. I help people all the time in getting past the overthinking that comes with this part.

What do I talk about?

A ton of people get tripped up here. Even if you’re an expert in your field, just know that it’s normal to not know how to translate that into bite-sized content.

Here’s a simple activity I do when I’m drawing a blank:

Start with the end result. It might seem overly simple, but what do you actually want the video to achieve? Are you looking to get more sign-ups on your newsletter? Get more clients? Get hired? Start with that, and work your way backwards.

I like to write down 3 big “buckets” or themes for my video content, that way all my video topics fall under one of those categories. This also helps you to never run out of ideas, because you can brainstorm and add topics to this list whenever your creative juices are flowing.

What equipment do I need?

I always say, “All you need is a phone and a face. And you have both!”

You don’t need any other equipment, but here are some pointers.

Lighting: Use natural light from a window in your office. I like to open the camera and hold it out, selfie-style, while walking to various windows to see which has the best lighting. And if you want to invest in equipment, a simple ring light will do wonders for a beginner.

Audio: If you’re going to purchase any new equipment, this would be where I’d recommend. Great audio is hard to achieve on our phones and laptops. They pick up background noise and sometimes sound low-quality, but it’s definitely not a deal-breaker as a beginner, so don’t sweat it too much. If you want to invest in equipment, there are some lapel mics for under $10 on Amazon that work really well!

Tripods & stands: You can easily prop your phone up against a stack of books, a lamp, a shelf, etc. But if you get tired of fumbling with it, there are several low-cost stands and tripods. I like to use a phone stand on my desk, so I’m hands-free.

What apps should I be using?

You can absolutely film using just the camera on your phone. Some people choose to use an app where they can do some light editing, but I would caution you to not let this part consume your time — especially when you’re just starting out.

The first time I edited a video, I used Instagram because I was already comfortable with the Reels editor. I also used Canva when I wanted to add text in a specific font over top of footage from my phone. I’ve also tried Capcut and Descript. It’s easy to get overwhelmed here, so just pick one and test it out! Or, just stick to the camera on your phone for now.

Bottom line: Don’t let lack of equipment be another excuse to put off filming.

How do I create a video?

As you can see, the options for creating a video are endless. But really — all you have to do is pick something and post it!

Your audience (if you’ve built one already) will cheer you on just for the simple fact that you were brave enough to show up on camera. Use that momentum to keep going!

And if you ever find yourself needing some moral support or quick video tips, swing by my profile — I love helping beginners out!

Thanks to for sharing her simple tips on how to create your first video. Please follow her on LinkedIn and let us know if her advice inspires you to post your first video!

We had a fantastic chat about juggling a side business with a full-time job. Watch the video to learn about our journeys with entrepreneurship. We also share advice on getting started with a side hustle. Spoiler: It’s easier than you think.

Want to watch my next live? Get the Substack app. ⤵️

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PS - Check your inbox next Wednesday. I’m launching a product to help you write better LinkedIn posts so you can grow your brand and attract opportunities. You’re going to love it.

I’m thrilled to share this guest post from my friend, . She’s a tech professional on a mission to elevate empathy. We both understand the importance of people skills in tech, and we share a similar view on leadership.

Her post hits home for me. If I had to sum up my tech career in one word, it’d be ‘change.’ I’ve embraced change over the years, but I’ve also been forced to change. Change can be scary and make you feel powerless. But as you’re about to find out, it’s also a powerful growth opportunity.

Over to you, Colette.

I like math because I can predict the outcome. However, I did not always like math. When I was in the K-12 system and trying to understand how it was being taught, I often felt confused, and it felt like a grey area.

The grey area made me panic because I lacked control.

But the reality is, we have less control than we think, even when we feel secure.

We can see the weather report and plan, but on a day that was supposed to be slightly overcast with the sun, it turns into a downpour.

We sometimes see on the news that perfectly healthy people have horrific traffic accidents. Hence the word - accident.

We can even work at a company for 27 years and one day walk out with a box packed up and a cold goodbye. This is a true story, as I ran into an old colleague who experienced just this. Even after finding new employment, she is still reeling a year later.

What felt like it was in your control was an illusion of our making. It is a myth. The reality is that you were never really in control.

Your Job Is Gone, Your Value Isn’t

Imagine attempting to sign in on your work computer and being locked out.

You call the IT help number on your sticky note next to your cup of coffee. They give a vague response and say they cannot unlock you at this time.

You sit with your coffee until it turns to the verge of being iced coffee. Then the phone rings. It's Rhonda from HR, and your job has been eliminated, along with 5% of the company. You are instructed to ship your laptop back in the box, which will be arriving in the mail later this week.

It's gut-wrenching. If you work in tech, you might have experienced this in the past two years, as we have seen a wave of layoffs impact software engineers, data architects, operations, and other supporting roles.

But, let's think - who are you other than your job?

Are you a parent? Are you a spouse or partner? A close friend?

Do you have a favorite spot in nature?

Do you like reading a particular blog (cough: Substack)?

Is there an event coming up that will bring you immense joy?

Are you kind, empathic, and willing to lend a helping hand?

Who are you?

Think.

While not entirely in your control, your most important value is who you are.

Yes, we need to earn money; many of us do to survive but do not conflate this with your value. Your value is you, not your job.

Tech's Only Constant? Change

A friend of mine has a partner who works at a significant management consulting firm as a software developer, but in a unique role - he is the developer who knows the code that is many years old.

He has a shelf of old books, the size of old phone books, that contain long-forgotten information on this code. Think Fortran, COBOL, and Perl.

Think of the code we leverage today and how the dozens of languages have evolved in the blink of an eye. Change has been constant. Few are like my friend's partner to have retained knowledge of the old code.

But is it really that old? It has been a few decades in the blink of an eye. I have a colleague who graduated undergrad in the 1980s, and for her computer science degree, absolutely none of the tools she worked with then are used today.

A wild statistic is how I read that 65% of students today will work jobs in the future that do not even exist yet! Speaking for myself, if someone had told me in middle school I would work on data in data science, I would have looked at them completely perplexed.

We can fight change, but change is all around us in tech. It is the only constant.

Change Isn’t the Enemy, Stagnation Is

It is human nature to want stability and safety. Change, depending on its nature, can feel like a threat, but it is our constant challenge to accept it.

With some self-management, such as naming our thoughts and feelings, we can take the first step toward acceptance. Change just is. We can fight it, but it is generally futile.

We can extend our empathy to others and help them adapt. This action can be as simple as explaining something simply so they can grasp it and not fear it.

We are in this together. Change is an opportunity - a bigger opportunity for better, beyond what we can see, and a power to behold. Change is not the enemy, but stagnating in denial about it is.

Thanks to for teaching us to embrace change. Please check out her newsletter, , and follow her on LinkedIn.

I’m happy to share this guest post from my friend, . She’s a fellow career switcher and Frontend Developer like me. We initially connected on LinkedIn where her heartfelt and inspirational posts caught my attention.

Doina has a powerful story to share about the challenges she faced when starting her tech career. Whether you’re just beginning your journey as a software engineer or have decades of experience, Doina’s message reminds us all that vulnerability leads to growth.

Over to you, Doina.

Making the switch to tech wasn’t easy. Coming from a background in social work and running a small business, I often felt out of place in a field where technical skills seemed to matter most. But I’ve learned that vulnerability isn’t something to hide; it helps us grow. As Brené Brown says,

Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome.

Embracing vulnerability has been key in finding my place in tech.

Why Tech?

I never imagined I’d end up in tech. My roots are in social work, where I wanted to help people, and later, I ran a small business. But when I started exploring tech, I realized it could allow me to help even more people in ways I hadn’t thought possible. It was intimidating at first, but I saw that it wasn’t just about coding. It was about being curious, solving problems, being creative, and making an impact.

The Struggles Along the Way

Imposter syndrome hit hard. I felt like everyone else knew more than me. It wasn’t easy to admit how much I didn’t know, but over time, I realized that I wasn’t alone. We all start somewhere, and it’s okay not to have all the answers. There were moments when the pace of tech felt overwhelming, but instead of running from it, I leaned into the discomfort. I started asking questions and remembering that learning is a process, not a race.

The Lessons I’ve Learned

Fear held me back initially. I questioned if I was good enough or if I belonged. Over time, I realized that everyone feels fear; it’s about not letting it control you. I can trace this back to childhood, when I’d hide from guests at my parents’ house, whether in a wardrobe or on the roof, just to avoid feeling exposed. I thought hiding would protect me, but I learned that growth doesn’t happen in hiding. I had to take ownership, show up, and face my fears head-on.

Vulnerability Strengthens Your Brand

When I first thought about building my personal brand, I believed it had to be flawless. I was afraid that showing any vulnerability would make me seem unprofessional. But I soon realized that being real about my journey, both the successes and struggles, is what connects me to others. As Brené Brown says,

Vulnerability sounds like truth and feels like courage. Truth and courage aren’t always comfortable, but they’re never weakness.

Sharing something vulnerable made me nervous at first, but I was met with kindness. It taught me that being real doesn’t weaken your connections, it strengthens them. Vulnerability has helped me build trust and authenticity with others and with myself.

Advice for Those Considering Tech

If you're thinking about switching to tech, take it step by step and be kind to yourself. There’s so much to learn, and it’s okay to not have it all figured out right away. As Brené Brown says,

We don’t have to do all of it alone. We were never meant to.

Build a supportive community, ask questions, and keep moving forward at your own pace. Every little bit counts.

Tech can feel lonely at times, but it doesn’t have to be. Surround yourself with people who understand, mentors who can offer guidance and peers who get the challenges. As Brown writes in Atlas of the Heart,

True belonging is not something we achieve; it’s something we create.

Embrace Your Vulnerability

Don’t shy away from showing up as you are—imperfect, learning, and vulnerable. When you embrace these qualities, you’ll find opportunities you might otherwise have missed.

Let yourself be vulnerable, curious, and joyful. Transformation starts in those honest moments—not just for you, but for those around you too.

Thanks to for telling her story and giving us invaluable career advice. Please follow her on LinkedIn.

I’m excited to share this guest post from my friend, , an experienced engineering leader whose views on leadership align closely with mine. I asked him to explore an important topic:

There’s more than one way to lead in the tech industry. Gábor highlights three distinct paths—and what each role entails. Understanding these differences now can help you choose the right path and avoid the wrong fit later.

Over to you, Gábor.

Tech job titles can be misleading. A Tech Lead at one company spends most of their time mentoring engineers, while at another, they’re still coding full-time. An Engineering Manager might be hands-off, leading multiple teams, or they could be deep in meetings and still writing plenty of code.

Many software engineers step into leadership without knowing what they’re really signing up for.

I was no exception.

I started as a developer, moved into a lead role while also taking on Scrum Master duties, and later became an Engineering Manager. At first, I thought leadership meant taking on more responsibility and working harder. What I learned is that not every leadership role is the same, and choosing the right one matters more than just getting promoted.

Here’s how to figure out which leadership path actually suits you.

Leadership Titles Mean Nothing Without Context

A Staff Engineer at a startup might design entire systems, while at a large company, they might just review code and give technical input. A Tech Lead could be fully hands-on or spend most of their time running meetings and mentoring.

The title doesn’t define the job—the day-to-day work does.

If you’re looking for a leadership role, ignore the title. Look at what they expect you to own and deliver.

The Three Leadership Paths in Tech

Most leadership roles fall into three categories:

1. Technical Leadership: Designing architecture, making system decisions, setting coding standards. Titles: Architect, Staff Engineer, Principal Engineer, Tech Lead (with technical focus).

2. People Leadership: Mentoring, coaching, and managing engineers to help them grow. Titles: Engineering Manager, Tech Lead (with mentoring focus).

3. Strategic Leadership: Driving big initiatives, working with executives, making business decisions. Titles: Director of Engineering, VP of Engineering, CTO.

Each path requires different skills and responsibilities. Picking the wrong one can easily leave you stuck in a position where you struggle.

The Work You'll Actually Do

Moving into leadership almost always means less coding and more communication. The real question isn’t just Do I want to be a leader? but What will I be spending my time on?

• Tech Leads run standups, do code reviews, and help others solve technical issues.

• Engineering Managers handle hiring, 1:1s, and project coordination.

• Architects work on high-level system design, often with little or zero coding.

The transition to leadership roles isn’t always straightforward. You may gradually take over the leadership role and find that you spend more time in planning meetings than in technical meetings. If you would rather not end up like this, it's best to get this straight as soon as possible.

What Companies Value in Leadership Roles

Leadership is about more than technical skills. Companies expect leaders to:

• Remove roadblocks: Ensure the team delivers efficiently.

• Mentor and grow others: Help engineers level up.

• Influence decisions: Work with stakeholders and executives.

Leadership isn’t about individual success—it’s about the team’s success. If you enjoy seeing others grow, leadership might be a good fit. But if solving complex technical problems excites you more, a Staff Engineer or Principal Engineer role might be the better move.

How I Figured Out My Leadership Path

Early in my career, I thought moving into leadership was the obvious next step. Once I got there, I realized I enjoyed mentoring engineers but hated sitting in endless meetings.

Later, I moved into a role where I could coach engineers without spending most of my time in meetings. That’s when I realized there are multiple ways to lead—and following the default career ladder isn’t always the best choice.

For me, working efficiently means doing work that energizes me, not drains me.

Avoiding the Wrong Leadership Role

I’ve seen engineers step into leadership and regret it—some even give up their title to return to hands-on work.

What were the reasons?

• They didn’t realize how much of their time would be spent in meetings.

• They wanted to stay hands-on, but leadership pulled them away from technical work.

• They thought leadership was the only way to advance.

Leadership is not the next step in your career, it's a career shift. If you pick the wrong path, you’ll end up drained, unmotivated, and possibly burned out. I know from experience that this is not a pleasant situation.

The Right Move for Your Career

If you’re thinking about leadership, focus on the work itself, not just the title or salary.

• If you want to stay technical, consider Staff Engineer or Principal Engineer roles.

• If you love mentoring but don’t want to manage, a Tech Lead (with mentoring focus) role could be a great fit.

• If you’re ready for full people leadership, engineering management makes sense.

The best tech careers don’t follow a straight path—the key is making sure your next step is the right one for you.

Final Thoughts

Focus on the reality of the job, not just the name of it. The same title can mean wholly different things at different companies.

And if you’re unsure what a leadership job really involves, you don’t have to wait for a promotion to try it out.

• Want to take ownership of a codebase? Volunteer as a maintainer/owner of a feature.

• Curious about working with people? Mentor a junior dev or share knowledge with teammates.

• Thinking about management? Ask to sit in on a few leadership meetings.

The best way to figure out your leadership path is to start testing it now. The title will come later.

Thanks so much to for breaking down leadership paths in tech and offering valuable advice on finding the right fit. Don’t forget to follow him on LinkedIn and subscribe to his newsletter, .

I’m excited to share this guest post from my friend, . We recently went live on LinkedIn to talk about balancing side projects with work and family—something we both juggle (or at least try to). It’s not easy, but it is possible.

Side projects don’t just sharpen your skills for your day job; they also open doors to new opportunities and lessons. At your 9-5, you don’t always choose what you work on—but with side projects, you’re the boss. Brittany shares thoughtful advice on making it all work.

Between a full-time job and a family, pursuing a side project can feel like an impossible dream. But is it really? If you’ve ever wondered whether turning something you love into more—after bedtime stories and all—is worth adding to your plate, you’re not alone.

Why Spend Free Time on Side Projects?

For many of us, side projects aren’t just about extra income—they’re a creative outlet, a way to build something meaningful, or even a potential future career path. They give us a sense of purpose beyond our day jobs and family roles. There’s something deeply satisfying about pursuing a passion on your own terms, even if it means working late nights or early mornings.

Side projects also offer autonomy. Unlike a 9-to-5, where your work is shaped by company goals and leadership decisions, your side hustle is yours. You set the vision, decide how to grow it, and reap the rewards of your efforts. That kind of ownership can be incredibly motivating, even if there are moments when you feel like you can’t give it your all.

Is Balance Even Possible?

The short answer? Yes—but not without intentionality. Balance doesn’t mean equal time for everything; it means making space for what matters most at any given moment. Some weeks, your job takes priority. Other times, family needs you more. And sometimes, your side hustle gets a front-row seat.

Balance is fluid. It requires constant reassessment and a willingness to adjust based on what’s happening in your life. The key is to recognize when you’re overextending yourself and course-correct before burnout hits. It is important to make sure you document your WHY and your goals to keep you focused as you shift your focus between everything.

Advice for Parents with Full-Time Jobs Wanting to Start a Side Hustle

If you’re a parent with a full-time job considering a side project, here are some tips to help you manage it without overwhelming yourself:

1. Start Slow and Give Yourself Grace – You’re already juggling a lot. Instead of diving in full force, start with small, manageable steps. Consistency matters more than speed, and grace is the key to longevity. It’s okay to move at your own pace—progress is still progress. There will be days when life takes over, and that’s normal. Allow yourself the flexibility to adapt without guilt, and trust that small efforts will compound over time.

2. Acknowledge Progress to Stay Motivated – It’s easy to feel like you’re not doing enough when progress is slow. Celebrate the small wins—each step forward adds up over time.

3. Pick Something You’re Passionate About – When you genuinely enjoy what you’re working on, it won’t feel like another job. Passion fuels perseverance, making it easier to stick with your side hustle even when life gets busy.

4. Time Block and Set Boundaries – Dedicate specific time slots to your side project, whether it’s early mornings, lunch breaks, or an hour after the kids go to bed. Protect that time as much as possible.

5. Get Support Where You Can – Whether it’s a spouse, friend, or a virtual mentor from LinkedIn, having someone to encourage you and help where possible makes a huge difference.

At the end of the day, balance isn’t about perfection—it’s about making it all fit in a way that works for you. If your side hustle brings you fulfillment, it’s worth making time for. Just remember: slow progress is still progress.

A big thank you to for sharing actionable advice on balancing your 9-5, family, and side projects. Be sure to follow her on LinkedIn and check out her book, Our Sensory World.

I started Besides Code to help engineers develop the leadership and people skills that actually move careers forward. Because the best engineers don’t just solve technical problems, they inspire teams, drive decisions, and create opportunities.

Why Engineers Get Stuck in Leadership Growth

I know how frustrating it is to want to lead but feel like you don’t have the support or resources. I’ve been there, wondering if I’d ever move forward in my career or step into a leadership role. It left me drained and searching for more.

Here’s what holds many engineers back:

❌ Waiting for permission to lead instead of stepping up now.
❌ Great at coding but struggle with communication, influence, and decision-making.
❌ Unsure how to showcase leadership skills to get noticed for bigger roles.

I was stuck too, but I learned how to break through. Now, I help engineers like you grow into leaders without waiting for a title to make it official.

My Journey

👨‍🏫 Started as a teacher where I learned more about leadership than I ever expected.
💻 Transitioned into software engineering and worked my way up to Tech Lead and Engineering Manager roles.
🚀 Led projects, mentored teammates, and took on leadership responsibilities long before I had an official title.
🎯 Now, I help software engineers step into leadership roles with confidence, clarity, and the right skills.

What You’ll Get Here

If you’re a:

➡️ Senior engineer who wants to grow into a leadership role
➡️ New manager figuring out how to lead effectively
➡️ Technical leader who wants to sharpen your people skills

Then Besides Code can help you.

Each week (or so), I share insights to help you:

✅ Lead with confidence even if you don’t have the title yet.
✅ Communicate & collaborate effectively so your ideas get heard.
✅ Grow your personal brand and open new career opportunities.
✅ Navigate career growth strategically without burning out.

Start Leading Today

Want a roadmap to get started? New subscribers get my guide:

10 Ways to Start Leading as a Senior Engineer (Without the Title).

I normally charge for this, but as a subscriber, you get it for free. It’ll hit your inbox as soon as you subscribe. No catch, just actionable insights to help you grow.

What inspired you to write Besides Code and what do you enjoy most about it?

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Did one of my answers help you? Hit reply and let me know.

Is there a topic you’d like me to discuss in a future live? I’d love to hear it.

Thanks for watching!

I’m delighted to share this guest post from my friend, . His engineering career includes management roles at Meta and Amazon. He has invaluable knowledge to share about engineering leadership. And he’s a fantastic writer too.

As you advance in your career, you need to level up your approach to promotions. And in this post, Gilad shares some excellent advice on how to do that.

Okay, we will not move forward with a promotion this half. Gilad, let Peter [not his real name] know the gaps that we highlighted today. We’ll see where he stands in another half.

That’s the message my Senior Director told me at the end of a promotion review meeting. I was disappointed, but hardly surprised. Staff+ promotions rarely go smoothly the first time. Stepping out of the room, I paused to reflect on whether I could have coached Peter so that he’d land the promotion this cycle? The answer was a clear yes. It was also clear that it would have been the wrong thing to do.

Because Staff+ level promotions are different.

Part of what makes them different is that the engineer needs to own more of their growth.

In this post, I will share some tips and tricks you can use to get your next promotion, faster. For context, I was a manager at Meta and Amazon. Since then I have coached hundreds of managers and staff level engineers at the top companies. I can help.

Danny Ocean and His Team

In the 2001 remake of Ocean’s 11, Danny Ocean, played by George Clooney, plans to run an impossible heist. He plans to rob three of the most well-guarded casinos, the Bellagio, Mirage, and the MGM Grand, all at the same time. Danny assembles a team of experts, and together they accomplish the unthinkable.

The first mistake engineers aiming for Staff promotions make is that they go at it alone. They might even have a conversation with their manager about it, but not much beyond it. To grow rapidly, you must build your own team.

What does a promo team look like?

• Your manager

• The cheerleader

• Your (future) peers

• The inside man

Your manager is the first person that you will need to convince. She is also the person most incentivized for your promotion to go through. It’s one of those little secrets that no one really talks about. Getting her on your team is the first step that you need to take.

Growing fast is hard, and you need motivational support. It doesn’t matter if it’s a friend at work, an old colleague, or even your best friend or spouse. Set yourself up for success by bringing in the person who knows how to lift you up when you’re down.

Once you get that promotion, your peers will be other staff engineers. You need to get them to see you as their peer. You need to get this done before the promotion. How do you go about that? Find a staff engineer and work with them. Find some connection between your work and theirs, so that you can build a relationship with them.

The Inside Man. This is the biggest and most powerful secret to a faster promotion.

The Secret—The Insider

In Ocean’s 11, Danny Ocean makes sure to get a member of his team inside the casino staff.

You don’t need to put a mole in the promotion committee. You need to find someone who’s already there.

There are several reasons for this:

• You need to understand the process. What needs to be ready when?

• You need a second opinion. Your manager is not objective. She is biased by working with you. If you’re working on a staff promotion, you’re likely one of her star performers.

• You need to understand the common pushbacks. Someone who has gone through several promotion cycles will be able to pattern match recurring objections with your situation.

• You need a sponsor. You need someone, who is “in the room,” to vouch for you. Your manager is not objective, and everyone involved in the promotion process knows this. Having a champion that is not your manager and is trusted by your leadership can completely turn around a contentious promotion discussion.

So, how do you find this insider?

The best trick is to find a mentor. It will take effort and asking around. The right mentor is someone who:

• Has been in the room for several staff level promotions

• Will be in your room when your promotion is brought up

• Is not in your direct reporting line

• Can share direct feedback every two to three weeks

With this insider, you have the best chances to pass your promotion review on your first try.

The Simple Part That’s Hard

Now, all that is left is just to be great. To meet the staff level expectations consistently.

Easy? No.

This is the hard part.

But, if you have the right team, then at least the path is clear.

You just have to walk it.

One Last Thing

In Ocean’s 11, the con was never about robbing the casinos.

The con was to win Danny’s ex-wife back.

For Staff+ promotion, you need to ask yourself:

Why do I really want this promotion?

Thank you to for sharing his tips on how to land your next promotion. Check out his newsletter, , and follow him on LinkedIn.

I’m happy to share this guest post from my friend, . She has a vulnerable story to share about burnout that we can all learn from.

Your mental health matters. And I’ll never stop saying that. I’ve learned this lesson the hard way in my career. I’ve suffered from burnout and high-stress levels more times than I can count.

In this post, Mindi shares three effective ways to foster mental wellness so you can stay focused on your goals and prevent burnout.

We’re human; we stumble.

Whether a resolution, intention, or goal, it can be hard to maintain momentum. You might grow exhausted or become derailed.

Whatever the case, start by reminding yourself that stumbling is OK. We’re here to talk about ways to pick yourself back up when that happens!

Shifting

Last year, I stumbled. More than once. Despite this, I tried to maintain multiple spinning plates. This led to severe burnout.

If you’re unfamiliar with “spinning plates,” it’s a balancing act, somewhat akin to juggling. Imagine someone holding a small wooden pole, precariously balancing a spinning plate. This feat takes work and attention, but it can be done.

Now imagine that person balancing another pole, another spinning plate. This is harder.

What if they held several poles and plates? More plates means the plates are more likely to fall or stop. We only have two hands!

Burned out, all of my plates suffered. Quality dipped, and it was perpetually harder to keep them spinning. You can probably see where this spiral leads.

When we notice that we’re not performing at our best we can:

• Drop certain plates

• Take a break

Drop certain plates

Dropping all the plates is the worst-case scenario. When you drop everything, you stop, and growth halts.

It’s possible to be forced here by unexpected circumstances. But, if we see the metaphorical train coming, we can jump off the track!

When we do nothing to address oncoming burnout, all the plates fall. They likely smash to pieces unsalvageable. We can catch ourselves and consider other options to avoid losing all of our plates.

The best way to do this is to pause and evaluate each plate. To be most effective, be honest with yourself.

• Do I need to do this right now? Is this a self-imposed pressure?

• What’s the worst that could happen if I drop this plate?

• What’s the best that could happen if I drop this plate?

• Am I spinning this plate for myself or someone else?

• What do I want to accomplish?

Compare the plates. Is our hands-on side project work the most important? Or is time better spent working to improve effectiveness at work?

The individual decision varies, but it’s important to examine thoroughly to identify if you spend your time where you desire or need to. Then you can drop plates that don’t help you progress or are okay to drop. Like a plastic plate that can easily be picked up later, maybe it’s reading a technical book or a personal project you can pause and resume in a few weeks or months.

Take a break

If you get anywhere close to burnout, it’s time for a break. Full stop.

This was difficult for me. I worked and learned during the day; during nights, weekends, and breaks in the workday I would:

• build and learn more things

• write Substack articles

• engage with my LinkedIn network

• organize, promote, and host women in tech events

• read informative books or articles

• work on conference or low-key talks

• …and handfuls of similar things plus balancing time with friends, family, and myself.

☝️ This is a list with too many plates.

To pinpoint what to drop, I paused everything for roughly 2-3 months. I found opportunities to step away from work, take a trip, enjoy a staycation, and find quiet space after my workday.

This space helped me think about what I wanted to accomplish and which plates might be plastic. I recharged, ending with a better sense of what was important for me moving forward.

Start Small

We shifted; we’re ready to regain motivation and resume growth! But how can we do that?

"If you can get one percent better each day for one year, you'll end up thirty-seven times better by the time you're done.” - James Clear, Atomic Habits

“Atomic Habits” is one of my favorite reads from last year. Much of its advice feels like common sense. However, that advice is often forgotten. We rarely enact this common sense.

The two concepts that helped me most:

1. The 4 laws of behavior change

2. Habit Stacking

The 4 laws of behavior change

Reflect on your goals, resolutions, or intentions and brainstorm ideas to make them slightly easier to accomplish. The more you break it down, the easier to start building momentum, however microscopic it may feel.

The 4 laws of behavior change are:

1. Cue: Make it obvious

2. Craving: Make it attractive

3. Response: Make it easy

4. Reward: Make it satisfying

Let’s use a common resolution to start an exercise habit to gain measurable strength or lose a certain amount of weight.

Cue: We might use an alarm or do this during lunch. Find a consistent way to make it obvious that it is time to head to the gym or outside for exercise!

Craving: We may feel energized to burn some energy. Perhaps if we exercise at lunch we feel a craving to blow off some steam.

Response: For a morning alarm, this might be prepping workout clothes near the bed. If we choose lunch and work remote, it may be easiest to step outside, put on a video, or have home equipment rather than heading to another location.

Reward: We are relaxed and enjoy the endorphins we released!

Even if we only make it to the gym at first, roll out a yoga mat, or put on some shoes, this is a small step in the right direction. Do a few minutes next, then a few more. Quickly your habit begins to form. Starting is the hardest part; don’t be too hard on yourself in the beginning and allow organic growth over time.

→ Bonus tip: Reverse the 4 laws of change to break a bad habit!

Habit Stacking

This is one of my favorite concepts because it worked particularly well for me. Building on an existing habit makes a new habit stickier.

I struggled to be consistent falling asleep “on time” for a restful night and an energized morning. I hit snooze on repeat and groggily rushed through a chaotic morning to get to work.

Of course, I still miss the mark sometimes, but it was easier when I built upon my nightly ritual. Instead of brushing my teeth and looking at my phone until I eventually drifted off, I replaced my phone with a physical book.

It keeps me from unnecessary scrolling and promotes my reading habit. Brushing my teeth now triggers an urge to open a book. In turn, I make a little progress in the book and it helps me drift off more easily than my screen!

Give Yourself Grace

There will be bumps and stumbles. It’s normal! The best thing we can do is remain kind to ourselves to keep going when it’s tough.

Self-talk matters. Talk to yourself like you would a friend.

Affirmations and Positive Self-Talk

I’ll leave you with some helpful ideas. We can reframe our self-talk. I like to imagine I’m talking to someone else in my shoes. It helps me provide more genuine self-talk.

Here are some examples:

• We wouldn’t tell a good friend that they are foolish to start a new project or bad at a new hobby right after starting, right?

  • What we can say instead: “I am learning a new craft. I will get better with time.”

• We wouldn’t tell our good friend they are terrible because they made a simple mistake.

  • What we can say instead: “I am allowed to make mistakes, we all do! They are growth opportunities.”

• We also wouldn’t tell a friend that they’re not smart or capable enough to understand a problem.

  • What we can say instead: “I don’t have to know everything right away. I can break it down step by step.”

Thank you to for sharing her story about overcoming burnout and three ways to prioritize your mental health. Please check out her newsletter, , and follow her on LinkedIn.

Code less to become more of a leader.

You might have heard this before. I admit I was confused when I first heard it.

It almost sounds counterintuitive. But I can say from experience that this is 100% true.

Today I want to answer the following questions:

• What does being a tech leader look like?

• How do you get leadership support in the workplace?

While this post might be geared more toward software engineers, what I have to say applies to anyone who wants to grow as a leader. It's all about proving your potential. And to do that, you have to act like a leader, which means taking on other duties.

Before I share how I've helped lead teams in the past, keep this in mind:

Every company is different.

That means being a leader looks different from company to company. However, there are many similarities across product development teams. So the following examples should still apply.

Mentoring & 1:1s with peers

One-on-one face time with your peers is priceless. In just 30 minutes every few weeks, you can slowly build a relationship based on trust and empathy with your coworkers and check your team’s pulse. Also, it's an excellent way to practice something all leaders and managers do.

The best leaders in the world listen more and talk less. And there's a reason for that. People feel seen and appreciated when others listen to them. Also, when leaders listen, they gather data and use that information to help their team.

Look for opportunities to mentor junior members of your team. And if that's not an option, schedule a recurring 1:1 with a teammate. Practice your listening skills and help others solve problems and grow their skills.

This is exactly what I did as a Senior Software Engineer. No one told me to meet one-on-one with my peers. But I knew this was a key skill to acquire as an engineering leader.

I started mentoring Junior Engineers and meeting regularly with other Senior Engineers. This gave me a boost of confidence and prepared me for future 1:1s as a Tech Lead and an Engineering Manager.

Project management

Software isn't created in a bubble. It requires planning and cross-functional collaboration. After all, you need to know what and why you're building something. And this is where you can shine as a leader.

Most product development teams use some process to manage their projects. Whether your team has standup and sprint planning meetings or uses Jira or Trello, you can leverage these tools to manage projects.

Ask if you can lead some of your team's meetings. This will put your leadership skills on display and show your coworkers your desire to lead. This will also force you to prepare for these meetings. You'll need to know what's done, in progress, and up next. And you'll have to anticipate questions about your project, which will motivate you to seek answers beforehand.

Documentation

Another way to lead without coding is to embrace your team's documentation process and make it better. Distributed teams must rely on async communication and strong documentation for success. But most teams, especially small ones, usually have poor documentation handling. It can easily take a backseat to building features, which results in outdated and unhelpful documents.

Identify the major documents that your team relies on. This could be new hire onboarding docs or how-to guides for code reviews, deployments, and testing. Review them with fresh eyes and follow the steps. Did anything break? Did you find a gap in the instructions? Update the docs and share the changes with your team.

Research

The research phase in the software development lifecycle is another overlooked opportunity to lead. Most engineers are too busy for spike tickets and investigative tasks.

You can’t write code that integrates with a new API all of a sudden. You have to read the API docs first and understand how the contract works.

You don't start using a new testing framework out of the blue. You have to learn how it works and decide how to connect it with your existing codebase.

It takes time to do this research. It's not very glamorous work, but it can be incredibly helpful for your team. And that's what being a leader is all about—finding opportunities to make your team happier and more productive.

Getting Buy-In and Making Space for Leadership

Before you follow any of my advice, let's get something straight. Please don't start working 10 or 12-hour days just to make this happen. This isn't about working more—it's about adjusting your workload to accommodate new duties. Remember, you're coding less, not the same amount.

I recommend speaking with your manager about your intentions. Tell them you want to grow your leadership skills. Give them a short list of ways you can lead beyond code. You can even use some of the examples I just shared. Having the support of your manager can mean the difference between success and failure.

You should also inform your team. Let them know you'd like to lead a meeting or do some research next sprint. In most cases, they should be thrilled that you want to step up and help the team. If you sense some friction or disagreement, talk about it with your manager or another people leader in your department.

Remember, every company is different.

What if your company already has stellar documentation? Well, then find another area where you can make a difference.

There are countless ways to lead. You just have to look for them.

If you want to be a leader, you have to act like one. And that means taking on activities beyond coding like meeting 1:1 with peers, managing projects, and writing documentation.

You don't have to do this alone. Get support from your manager, company leaders, and peers. Lean on your professional network for guidance.

The transition from individual contributor to leader is challenging and requires a thoughtful approach. But you don't need a title to lead. And you don't have to work more hours.

Identify opportunities to step up as a leader. And communicate your intentions with your team.

What’s one action you can take this week to act like a leader?

Many people start their own businesses for fortune or fame. I started mine for a different reason—one that had nothing to do with money or recognition.

Sometimes, the best time to start something new is when you don’t have all the answers. It’s easy to wait for clarity, but I’ve found that uncertainty eventually leads to certainty—if you’re willing to take that first step.

Why I Started Made by DW

I started my business to regain control. Here’s why.

My career felt like a rollercoaster ride ever since 2020. In the past five years, I was fired, laid off twice, and went through four job searches. Needless to say, I didn’t feel in control of my professional life, and I knew something had to change.

In 2023, I got my first taste of building on the side and stepping into entrepreneurship. I joined forces with a few people who wanted to build a tool for product development teams. While we didn’t find traction with our idea, I made some great new friends—and it completely reshaped how I thought about entrepreneurship.

Made by DW was born in 2024. Right now, my focus isn’t revenue—it’s on creating, learning, and making an impact.

I’m writing, building, coaching, and learning along the way. It’s not just about money for me. It’s about personal fulfillment and helping others. I want to build a business that excites me and makes work feel meaningful. And a big part of that is aligning my work with what truly inspires and energizes me.

I might not have much control in other areas of my life, but when it comes to my business, I do. The freedom to choose which projects to work on is empowering. I don’t know exactly where my business will take me, but I’m excited to find out.

Reclaiming Control: Taking Ownership of Your Career

At some point in your life or career, you’ll likely feel a loss of control. You might feel like someone else is calling the shots, leaving you without the time or freedom to focus on what truly matters to you.

As a software engineer on a team, this can show up as:

• Having no say in what you work on—just following priorities set by others

• Seeing your ideas dismissed or slowed down by bureaucracy

• Having decisions made for you without your input

• Getting assigned tasks that don’t align with your interests or strengths

• Not having time or freedom to explore new technologies

• Being stuck in endless meetings instead of doing meaningful work

That’s why I started my business—because I wanted more control. Control over my work, my impact, and my future. Rather than leaving it in someone else’s hands. I still have a full-time job, but this gives me the freedom to build something on my own terms.

If you’re craving more control but can’t find it at work, there’s another way.

You don’t have to quit your job or go all-in on a business. And you don’t have to commit hours of your free time. Here are some actions I’ve taken to learn and make an impact outside of my day job:

• Write a newsletter

• Offer coaching services

• Build SaaS apps

• Host webinars

• Create content for LinkedIn

• Collaborate with other professionals

There are countless ways to take back control. You just have to start.

That’s why it’s so important to take ownership of your growth. Whether it’s through a side project, writing, coaching, or something else entirely, you have the power to create opportunities beyond your day job.

I don’t know exactly where my business will take me, but I do know this—I’m no longer waiting for someone else to hand me fulfillment. I’m building it for myself.

And you can too.

I recently wrote about the power of saying ‘I don’t know.’ I mentioned how you can grow through vulnerability. And why asking for help isn’t some shameful sin.

I want to expand on this idea and relate it to larger concepts like your skill set and your career. But first:

It’s okay if you don’t know what you want.

Whether it’s in your job, in your life, or even in your relationships—it’s okay.

It’s taken me nearly 20 years in tech to realize this. I hope it won’t take you as long.

Today I want to share a few stories with you about times in my career when I didn’t know what I wanted. As you’ll see, things worked out despite the unknowns. And I’m sure they will for you too.

I didn’t know who I wanted to be

I went through an uncertain phase in my career around the 12-year mark. I was a proven Senior Engineer, but I didn’t know what I wanted next in my career.

There are so many different roles on product development teams. And these roles mean different things to different companies. At the time, I was working for startups without managers or staff-level engineers.

I had to go outside of the workplace to find clarity. I ended up leveraging my network on LinkedIn. I had some informational interviews with other engineers and engineering leaders. These conversations opened my eyes to new possibilities in my career. And I decided to work on my people and leadership skills so that I could become a manager someday.

The decision to follow the individual contributor or manager path is not an easy one. I’ve seen a lot of people forced into roles they’re not prepared for or don’t even want. This results in managers who don’t want to manage and engineers who’d rather focus on people leadership.

It’s okay if you don’t know what you want in your career. This is a major decision—take your time. In our careers, we’re often influenced the most by coworkers and leaders at our current company. But keep in mind there are hundreds of job roles and thousands of companies.

Don’t be afraid to talk with people outside of your professional bubble. This might give you the answers you’re looking for. At the very least, it’ll provide you with fresh perspectives.

If some person or company tries to make a career decision for you, don’t let them. Tell them you need the space and time to decide for yourself.

I didn’t know what I wanted to learn

My journey as a software engineer hasn’t been a straight path. And I believe that’s the case for most engineers.

My first job title was Web Application Developer. I was a ‘Fullstack Developer’ before the term was even coined. I worked across the stack, from Microsoft SQL Server to CSS.

It didn’t take long for me to fall in love with frontend development. For me, there’s nothing more rewarding than building user interfaces that solve real problems. Add a sleek, modern design with some playful animations, and I’m all in.

I enjoyed being a frontend specialist for several years. But then I noticed a shift in the industry. Fullstack Engineers were all the rage. It seemed everyone wanted to be one. And I was worried I might have to become one too.

Should I learn Ruby, Python, or C#? Do I need to understand how these new databases work? Are my days as a Frontend Engineer numbered? These are some of the questions I thought about and stressed over in my career.

There will be times when it feels like you’re being pulled in every direction. You might even be pressured by your peers and company leaders to learn this new technology or that new framework.

It’s okay if you don’t know what you want to learn. This is a blessing in disguise. You can turn this moment of doubt into a learning experience. Explore what’s out there before going all in.

I never did become a Fullstack Engineer. I know enough about the backend to be dangerous, as they say. But my joy for coding permanently resides in the frontend. Instead of learning Python or C#, I doubled down on the frontend. I added React, TypeScript, and GraphQL to my tool belt. And I’m so glad I ended up following my passion, not someone else’s.

I didn’t know where I wanted to work

When I got my first job in tech, I didn’t care about industry or company size. I just wanted to work, learn, and become a better developer. It wasn’t until later that I realized how many kinds of companies exist.

Technology can be found in nearly every industry and line of work in the world. While this offers engineers more choices, the decision of where to work can be overwhelming.

There are tiny startups, massive corporations, and everything in between. There are 100% remote companies and 100% office companies. There are edtech, cybersecurity, fintech, agritech, retail, healthtech, and gaming companies.

For a long time in my career, the uncertainty of where to work weighed on me. I’d see other engineers on LinkedIn sharing news about joining a hot new industry or a well-known company. It made me wonder if I should apply to this unicorn or move into that field.

Eventually, I landed on a conclusion that still holds true for me today: I won’t choose a job based on what others think I should do, but on what matters to me. My values are important, and they guide decisions like the kind of company I want to work for.

I’d rather be part of a 30-person department than get lost in a 300-person one. I’m a 100% remote engineer—going back to an office isn’t for me. And I value a flexible work schedule far more than company swag. It wasn’t an overnight realization. It took years of experience across different companies and teams to figure this out.

It’s okay if you don’t know where you want to work. Most people don’t until they’ve explored what’s out there. You might start in one industry in your 20s and discover a completely different path in your 30s. In technology, the only thing you can truly count on is change.

Theodore Roosevelt famously said, ‘Comparison is the thief of joy.’ This quote is always on my mind, reminding me to stay grounded and focus on what matters most—my life, not someone else’s.

The Internet can make you feel like a failure for not hitting every milestone exactly on time. It’ll convince you that you’re falling behind if you don’t learn the latest frontend framework or work for a company that flies its team to Hawaii every year.

But here’s the truth: it’s okay if you don’t know exactly what you want right now. You don’t need to have it all figured out. I didn’t, and I’m still here. You will be, too.

I’m excited to share this guest post from , who recently joined me for a LinkedIn Live. His insights on what to expect from your manager are invaluable for software engineers at any stage in their career.

If you’ve ever worked with a great (or not-so-great) manager, you know how much they can influence your daily mindset and long-term career goals. But here’s the thing: managers aren’t mind readers. If you want their support, it’s crucial to communicate your expectations. Jim’s advice will help you navigate those conversations effectively.

Software engineering managers have many expectations regarding how their new hires will perform and conduct themselves on the team. But conversely, what expectations should an individual contributor have about their manager? Let’s explore some of the most important considerations as well as some that may not be so obvious.

Your first 1:1

First and foremost, if you’re a Software Engineer starting a new role, your manager should meet with you as soon as possible after your start date. You’ll probably have a day or two of HR onboarding and lots of documents to sign, but once that is all completed you’ll ideally receive an invite from your manager to have your first 1:1 meeting. During this first meeting, you should expect:

• A warm welcome to the team and the organization! (If this doesn’t happen, this could be a warning sign of a less-than-friendly office culture or a very distracted manager)

• Space for you to ask any questions that you have.

• A clear plan for the first few days, backed up with a document that outlines any important dates and milestone expectations, eg “Set up your local development environment, including SSH keys to production by EOD on day two. Merge your first minor changeset to the main branch and complete a successful deploy by EOD on day three. Meet with every other developer on the team by the end of the first week.”

• Clear instructions on what software you need and ideally a contact in the IT department who will be working with you to get everything configured properly.

• Ideally, you will be assigned an “onboarding buddy.” If not, consider asking for one. It’ll be worth it.

• Links or email attachments containing any relevant team documentation that you can read through during the first few days. Eg:

  • High-level overview of the codebase, including any technical diagrams that illustrate the basic architecture of the core functionality, relationships between components, and any flow to and from external SAAS providers.

  • A list of team norms around IDE and developer environment setup, including which tools and linters are considered a team standard.

  • Communication playbook explaining team norms around any on-call expectations, how to escalate a deployment error or site outage, and preferred channels for communicating eg when to use email versus Slack.

  • A list of names and roles of everyone on your immediate team and any stakeholders you will be working with during the first ninety days (this could be links to their profiles in whatever HR/Intranet system is used by the org)

• An outline of what will be expected of you in the first few days, thirty days, and maybe some perspective on what’s expected through the first ninety days.

• A summary of the overall team process: will you be employing traditional two-week agile sprints, Kanban, Lean, or something else? Does your team have a dedicated scrum master or is this the responsibility of the Engineering Manager? You may need to ask specific questions about this.

While you’re meeting 1:1 with your manager, they should give you their undivided attention. The manager should be speaking slowly and carefully and not bombarding you with too much information or using a lot of industry terms or esoteric company nicknames for processes or people that you don’t know yet. Don’t be afraid to ask them to slow down, repeat, or clarify something they’ve said if you feel like it didn’t register with you.

Other things to establish early on

Your manager should send you email invites to any meetings they need you to attend, including whatever meetings are pertinent to your onboarding, as well as longstanding team meetings that everyone attends. This should include any daily meetings, retro meetings, and roadmap or team milestone review meetings.

As a new hire, it’s important to have a sense of how you fit into the team and how your team in turn fits into the larger organization. If your manager isn’t forthcoming with this sort of perspective, don’t be too shy to ask about it. What skills and experience do your peers have? Who should you look to for mentorship or advice? What gap or niche do they hope you fill, if anything? What are the goals and KPIs of the team? How is team performance measured? What other teams does your team regularly interface or collaborate with? What is the status of your team within the company? How important is the work that your team does in the grand scheme? How much revenue is generated by your team versus other teams? This kind of information will help to contextualize the team and organization you are working for and help you understand the business and some of the politics of the company, which can become valuable social currency later in your career.

What information to share with your manager

Personal preferences

In some organizations, the manager or an HR person will send you a survey to capture your personal preferences (better than not asking) or this may be part of a conversation with your manager (best). This might include questions like:

• At what time of day do you prefer to do heads-down work versus meetings? (A good manager will try to accommodate you if they can, but no guarantees, because coordinating multiple overlapping schedules is not easy.)

• How do you like to receive praise, publicly or privately? What about birthday announcements and celebrations? (Some people are more private about these things, and that’s okay!)

• What can your manager expect when they try to communicate with you while you are focused on work? If they slack you during the day should they expect a reply right away or do you set aside a certain time to answer? How should your manager let you know when they need an immediate response? (In other words, how can they break your flow if they really need to?)

If nobody asks you for this kind of information, I would advise bringing it up in a 1:1 with your manager and politely letting them know your preferences, with the understanding that sometimes they will be able to accommodate you and other times they may not. I would hope that they at least try to do their best, understanding that each employee is unique.

How you’ll show up

Another thing that, in my experience, typically isn’t discussed early enough, is your preference for giving feedback. Some people, usually extroverts, are most comfortable sharing their ideas, asking questions, and critiquing ideas verbally during a meeting. But other employees, sometimes introverts, prefer to stay quiet and focused during meetings and provide feedback in written form or in a 1:1 meeting later on. It’ll help your manager know what to expect in terms of how you’ll appear in meetings. This might help you both avoid uncomfortable situations like your manager putting the spotlight on you in a meeting and asking for instant feedback on something when you’d rather crawl out of your skin or become invisible at that moment.

Hopes and dreams

It may not be part of your very first conversation with your manager, but at some point early on, you should let them know what some of your long-term ambitions are. For example, you may be told that initially, you’ll be working on backend code, but you may have a strong desire to get more experience with the frontend; you might be hired as a developer but have a keen interest in DevOps; you might have your heart set on becoming a manager one day, or a coworker may be working on a project that seems really interesting, and you’d love to contribute to it if possible. It should be safe to bring these ideas up with your manager, letting them know how you see yourself growing and exploring as your confidence and experience builds.

How to get the most out of your time with your manager

Remember that this is your meeting, not your manager’s meeting. There is another time and place for basic status updates, so make this meeting count for your career.

Setting an agenda

Instead of waiting for your manager to set the agenda, bring them your own agenda, or offer to work with them to collaborate on a weekly agenda. Each time you meet there could be general topics you always check off, but there could also be ad-hoc or just-in-time topics that you talk about on an as-needed basis. For example, you may talk every week about how much you are enjoying or not enjoying the current work on your plate, but only rarely discuss where you’d like to be in your career five years from now.

Throughout the week, make sure you write down notes and questions that occur to you as you go through the motions of your work so that you’re not struggling to think of poignant things to talk about at the last minute before the 1:1 meeting starts.

Use your newbie power

When you are still new on the team, use this time to offer your unique perspective on the codebase, the team, systems, processes, and tools. Because you are new, you have the advantage of seeing things for the first time and bringing a fresh, outside perspective. This can be invaluable for your team. Be honest but respectful: it’s not about barging in and criticizing everything you see and pointing out what you think is wrong, it’s about sharing your perspective and commenting equanimously on things that seem confusing, suboptimal, or ripe for improvement. Just be sure to understand that you’re making suggestions or recommendations with no promise that any or all of them will result in action. Hopefully, you’ll score a few hits and establish yourself as someone who helps your team win through honest and relevant feedback.

Reconnaissance

Spend some amount of time learning more about your manager, particularly their motivations, preferences, and what they are accountable for. Your mission as their direct report is to help them achieve their team-oriented goals and for them to be comfortable and feel positive about working with you. Try to learn how open your manager is to feedback, questions, and how much honesty they expect or can tolerate from you. Every manager has a different temperament, and your mileage will vary depending on how well you can align with them. This is the tip of the iceberg in terms of managing up, which is a whole other topic worth exploring on its own.

Thank you to for giving us essential information to share with your manager. Check out his newsletter, , and follow him on LinkedIn.

I’m thrilled to share this guest post from , founder of The Career Raven, who recently joined me for a LinkedIn Live. She shared her top job search tips and practical strategies, which resonated deeply with the audience.

If you’ve ever searched for a job—or anticipate doing so in the future—you know it can be stressful and overwhelming. Jen’s actionable advice will help you approach your next search strategically and confidently, whether it’s months or years down the road.

Things NOT to Do During Your Job Search

1️⃣ Don’t Rely Only on Job Boards

Job boards like Indeed and LinkedIn are helpful, but they shouldn’t be your primary focus. These platforms are crowded, and your resume might get lost in a sea of applicants. Relying solely on them means you're missing out on unlisted roles and valuable networking opportunities.

💡 What You Should Do Instead

Leverage the power of networking. Reach out to people in your industry or target companies. Use LinkedIn to engage with hiring managers and employees. Many jobs are filled through referrals or connections, so take an active role in your job search beyond just submitting resumes.

2️⃣ Don’t Neglect Your Online Presence

Your LinkedIn profile is your digital first impression, and a generic, outdated profile won’t make you stand out. It’s important to craft a profile that reflects your professional brand and the type of role you're seeking.

💡 What You Should Do Instead

Optimize your LinkedIn profile by creating a compelling headline and updating your summary to reflect your experience, skills, and career aspirations. Include measurable results and key achievements in your experience section. A strong LinkedIn presence will help you attract recruiters and make networking easier.

3️⃣ Don’t Focus Solely on Job Titles

Job titles can vary widely from company to company. Focusing solely on a job title may cause you to overlook a position that aligns with your experience or growth potential simply because the title isn’t what you expected.

💡 What You Should Do Instead

Look at the role and responsibilities rather than the title. Read job descriptions carefully to understand the expectations and how they align with your career goals. Sometimes, a position with a less flashy title offers more opportunities for growth and leadership than a higher-level title with limited scope.

Things You Should Do to Supercharge Your Job Search

1️⃣ Create a Strategic Resume (And Have It Ready)

Tailoring your resume for every single job you apply to is time-consuming and unnecessary. Instead, create strategic resume versions that align with the types of roles or industries you're targeting.

💡 What You Should Do Instead

Develop a few different versions of your resume—one for leadership roles, one for technical positions, etc. Update them regularly so you’re always ready to apply. This approach saves you time and ensures you highlight the skills that matter most to each role.

2️⃣ Prepare for Interviews Like a Pro

The “Tell me about yourself” question is a common icebreaker, but it’s also a crucial opportunity to set the tone for your interview. Too often, candidates treat it casually, but it’s a chance to showcase your value and align your experience with the job.

💡 What You Should Do Instead

Practice a concise, impactful answer that highlights your skills, why you're interested in the role, and how your experience makes you the perfect fit. A well-thought-out response to this question will leave a lasting impression and set the stage for the rest of the conversation.

3️⃣ Don’t Underestimate the Power of Following Up

After an interview, many candidates don’t follow up, thinking it’s unnecessary. However, a thoughtful follow-up email can make a significant impact in reinforcing your interest and enthusiasm for the role.

💡 What You Should Do Instead

Send a thank-you email within 24 hours of the interview. Personalize it by referencing something specific from the conversation and reiterating your excitement about the position. A timely follow-up shows professionalism and can keep you top of mind for the hiring manager.

A Little About Me and The Career Raven

As a former recruiter turned career coach and reverse recruiter, I created The Career Raven to empower women in their job search and professional growth. Through my services, I help women build strong resumes, navigate their job search with strategy, and confidently tackle interviews.

I’ve seen firsthand the obstacles women face, from unconscious bias to the pressure of balancing personal and professional expectations. My mission is to provide the support and tools women need to overcome these challenges and build fulfilling careers.

If you’re looking for guidance in your job search or need support to refine your resume, I invite you to connect with me at www.thecareerraven.com. Together, we can create a strategy that positions you for success.

Thank you to for sharing actionable tips for your next job search. Please visit her website and follow her on LinkedIn.

One year ago, I set an ambitious goal: write a weekly newsletter in 2024. This is Issue 52 of Besides Code. I’ve reached the top of the mountain.

I dreamed about what the view might look like from the summit. But I had no idea it would be this glorious.

I usually don’t reach personal goals. I stumble along the way and never recover. I let doubt creep in and consume me. Excuses pile up and eventually, I give up. But not this time.

Writing this newsletter has been a labor of love. There were many weeks when I didn’t know what to write about. And plenty of weeks, I felt like I didn’t have time for it. But for some reason, I kept going. And I’m so glad I did.

I can honestly say this newsletter is changing my life — one issue at a time. I’ve fallen in love with writing. I’ve found purpose through sharing stories and lessons from my experiences in tech. And I’ve started to build a community of loyal readers who faithfully read my posts every week.

I want to share a few lessons I’ve learned this past year. If you’ve decided to invest in your personal growth next year, these lessons will help you. Your path will look different than mine. But I still believe you can reach the summit if you keep the following in mind.

Start small

Here are a few reasons to start small:

• When you have high expectations and fail, you’re more likely to give up

• Everything takes longer than you think

• You can always set your sights higher

If you want to run a marathon someday, you have to train for it. You don’t just wake up one day with the ability to run 26.2 miles. You start small. You set a goal to run 1 mile. When you can do that consistently, then you can increase your goal.

If I could go back in time, I probably would’ve committed to a biweekly or even a monthly newsletter. I would’ve started smaller — and only written more after I achieved consistency.

Focus on the journey, not the destination. Give yourself the freedom to learn and grow without the pressure of hard-to-reach numbers and metrics. Start small — then stack your small wins into bigger ones.

Optimize your time

If you’re like me, your time for personal growth is limited. So you need to spend it wisely.

Here’s how to do that:

Eliminate distractions

Do one thing at a time. Find a quiet place, silence your phone, and focus.

You’ll see more results when you give that one thing your undivided attention.

I write better and faster when I’m at my desk and away from my phone. It took me a while to realize I can’t just tune out distractions — I have to remove them entirely.

Find the right environment that helps you produce your best work. And repeat it until it becomes a habit.

Progress over perfection

One of my favorite sayings is: done is better than perfect.

You’re going to stumble and fall. But if you focus on progress instead of perfection, you’ll get back up and keep going.

I used to spend hours editing and rewriting my weekly posts. I wanted them to be perfect. But the truth is that they were already good enough.

It’s better to complete a task than not do it at all. You’re going to learn more that way. And you’ll get better over time. Let go of unrealistic expectations and what others think. To borrow the famous Nike slogan — just do it.

Move with your energy

Pay attention to when your body is full of energy and your brain is ready to focus. This might be in the morning, the afternoon, or the evening. Use this knowledge to your advantage.

For me, it’s easier to write in the morning or the afternoon. So with that in mind, I avoid writing in the evening.

Don’t make things harder for yourself by thinking you can do anything at any time. Listen to your body. And when possible, adjust your schedule based on your energy levels.

Find your why

If you’ve ever tried to do something for superficial reasons, you’ve likely encountered obstacles that made you quit. When you don’t have a good reason to keep going, you usually don’t.

I wouldn’t have reached my goal this year if I were only writing for likes and subscribers. It’s nearly impossible to reach a goal if you don’t have a compelling reason for it.

But I found my why earlier this year and it’s inspired me to reach the summit. I’m writing this newsletter because I believe what I have to share can help other software engineers. Without this belief, I would’ve abandoned my goal a long time ago.

There’s nothing wrong with doing things for the numbers. You might want to reach a certain number on your scale. Perhaps you want to earn a set amount of money from your side hustle. Or maybe you’re chasing a magical number of followers or subscribers.

It’s natural to want to set metric-based goals. After all, they’re easy to track. But when the going gets tough, a number won’t solve your problems.

That’s why you need to find your why. Because when you do something for more than just recognition, you’re motivated to get back up when you fall. When you see the positive impact on yourself and others, giving up won’t even be an option.

As I look back on this journey, I’m filled with gratitude and pride — not just for reaching the summit, but for the lessons learned along the way. Setting goals, embracing the process, and showing up week after week have transformed me in ways I never imagined.

If there’s one thing I hope you take away, it’s that growth isn’t a straight path. Start small, use your time wisely, and let progress, not perfection, be your guide. Find your “why,” and let it fuel your journey.

Reaching this milestone has been incredible, but I’m just getting started. I’m excited to keep writing my newsletter next year and share even more stories, insights, and inspiration with you.

Whatever summit you’re climbing, keep going — the view is worth it.

December is one of my favorite months. I get to celebrate my birthday and my favorite holiday, Christmas. I spend time reflecting on the past year and planning the new year. I set goals and take time to rest, relax, and recharge.

This month might look similar for you. You may have already started mapping out next year. Or you might need a little nudge to get started.

I want to share three items to think about when you do this. All three focus on professional and personal growth. If you spend a few minutes on this, I’m confident you’ll start the new year with a positive and healthy mindset.

Drawing from Your Well of Strengths

When we reflect on the year, we tend to focus on big milestones and major accomplishments. But the daily (or weekly) habits contribute most to our growth.

Did you do anything consistently this past year that had an outsized impact on you and your team? Did you receive any positive feedback from a manager or teammate that stands out?

Maybe it’s the way you prepared for a project. Or how you approached code reviews. It could even be how you communicate with your team.

Whatever it is, jot it down and keep it visible. It’ll remind you to keep doing it next year. And if the activity is time-consuming, you’ll remember the long-term benefits of your efforts.

It’s easy to overlook the positive contributions we’ve made, especially when deadlines are looming and project requirements change. Sometimes all it takes is a subtle reminder to keep doing what’s worked before. Keep drawing from your well of strengths.

Grow the Skill That Moves You Forward

You might think the most senior engineer at your company knows it all. The truth is they don’t. We all have skills we can improve.

Maybe you got some constructive feedback this past year. Or perhaps deep down you know that you can perform better in a particular area of your job.

It might be a soft skill like giving feedback to your colleagues. Or maybe it’s something technical like a programming language or framework. Whatever it might be, write it down and put it next to where you work.

If you’re having a hard time picking something to improve, consider these questions:

1. Will this have a positive impact on me and my team?

2. Is this a good skill to have for future roles?

3. Are there any available resources to help me?

You’ll know you’ve picked the right skill when it’s relevant to your current job and future ones. You want your career to outlast your current job and company. So make sure you’re building an arsenal of skills to help you do that.

Lastly, I suggest to select a skill with broad educational support. That’ll make it easier to find books, courses, and even coworkers who can help you.

Invest in Your Personal Growth

Now is also a great time to ponder how you want to grow personally next year. Focus on yourself for a moment — not your family, job, or career. What do you want to achieve next year?

Maybe you have some fitness goals. Perhaps you want to start a newsletter like I did this year. Or you might want to learn how to paint.

What you choose doesn’t matter as much as getting started. Because getting started is always the hardest part. But once you do, you’ll find it does get easier over time.

My one suggestion is to choose something that makes you happy. If you hate to do it, it’ll feel impossible on hard days. But if you love to do it, it’ll feel like a gift even when you don’t feel like doing it.

As we step into the new year, take a moment to reflect on what’s worked for you in the past year. Whether it’s a consistent habit that’s fueled your growth, a skill you’re eager to improve, or a personal goal that excites you, these elements are the foundation for building your best year yet.

By acknowledging your strengths, identifying areas for improvement, and making time for the things that bring you joy, you're already setting the stage for a year of progress.

Growth isn’t just about big milestones — it’s about the small, steady steps we take each day. So, as you move forward, keep drawing from your well of strengths, choose the skills that will propel you forward, and don’t forget to make space for personal goals that recharge you.

With this approach, next year will be a year of continuous learning, growth, and fulfillment in all areas of your life.