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Dan Na
Director of Engineering at Squarespace
Dan Na, Director of Engineering at Squarespace
Dan Na is currently the Director of Engineering at Squarespace, leading the Market Expansion engineering organization which drives Squarespace's product expansion to new geographies and market segments.1 He has been with Squarespace since July 2021, previously serving as the Senior Engineering Manager of the Platform and Product International Engineering teams.1
Some key facts about Dan Na:
- He was one of the founding engineers of Squarespace's International Engineering effort, helping architect and deploy their internal suite of I18N code libraries, translation workflows, and application abstractions around managing locales and languages.1
- Prior to Squarespace, he was an Engineering Manager at Etsy from 2013-2017, working on teams spanning Mobile Web, Performance, Front-end Infrastructure and Accessibility.1
- He has given conference talks on topics like transitioning to Sass at scale, and has written blog posts on engineering management and his views on working as a Staff Engineer.1
- In addition to his professional work, Dan is the founder of Cheekswab.org, an organization that speaks and coordinates bone marrow drives in New York City and the east coast.1
Dan Na's LinkedIn username is danielna.1
Highlights
Have you told [this person] about how you feel? "No." Why not? "… well… I don’t want to be mean..."
It’s a common refrain I hear from newer managers, and rooted in a desire for kindness and empathy that I think all good managers take seriously. A big part of the job is serving as an exemplar for the behaviors you expect, and decency and respect are towards the top of that list.
But this mentality - commonly labeled as "conflict avoidant" - is also extremely limiting, in both obvious and less obvious ways. And I find this label too imprecise; it’s not a "conflict" problem. The real problem is the vulnerability required on part of leaders to honestly confront the truths of a situation, as uncomfortable (and potentially self-inflicted) as those truths may be.
In this blog post I explore some of the real pitfalls of vulnerability avoidance - including archetypes I call “The Tyrant” and “The Pushover”, and the Peter Principle management theory. And vulnerability isn’t just about negative conversations, as even delivering positive feedback can feel uncomfortable. Can you place the desire to deeply encourage someone else above the potential embarrassment of coming off as "too effusive?" I’d encourage you to try. The upside is wonderful.
More here in "Vulnerability Avoidant": https://lnkd.in/exTkF37y
When teams want to change the behavior of other engineering teams (often for horizontal reasons, like code quality, test coverage, i18n, a11y, perf, etc), they often reach for "education/inspiration." Let's give an All Hands presentation, send an engineering-wide email, or run a monthly training.
Unfortunate truth: it doesn't work. It's not enough.
My advice: “If you want to change engineer behavior, don’t change hearts, change workflows.” It's much more productive to look for central leverage points where engineering teams can reap the benefits of horizontal efforts "for free."
More here: https://lnkd.in/erDCVyBk
