I spend a lot of time negotiating this in the software world: And if you're wondering why this happens, it's normally because: 1. people aren't talking to people 2. people aren't listening So lots of designers and product people have leapt onto 1, basically trying to turn talking to people

Non-obvious advice that I wish I learned sooner.

Explore curated frameworks, templates, and guides for technical leadership. From 1:1 templates to architecture frameworks, find the tools you need to lead effectively.

I’m gearing up, like some kind of power washer, to spray new productized services into our operations group so they can SOP those services at scale.  And because I’m doing that, this seemed like a good moment to draw on my experience, both in leadership roles and as a management consultant, and lay out a…

Whether or not you enjoy MrBeast’s format of YouTube videos (here’s a 2022 Rolling Stone profile if you’re unfamiliar), this leaked onboarding document for new members of his production company …

Something missing from this series on estimation, until now, has been a discussion of how to “break down” a project into a well-defined task list. I’d not previously written about this because, to me, it’s largely intuitive. But it isn’t for everyone, so this post fills the gap, and explains in detail how I break down projects into a task list.

When I was promoted to Dev Team Lead, I was in over my head. Read the 8 things that I wish someone had told me when I was promoted.

the trough of zero dopamine • managing the wrong amount • procrastinating on hard questions • indefinitely deferring maintenance • angsting instead of asking

A company is essentially two things: a group of people and a collection of decisions. How those people make these decisions is the art of running a business. This guide shows how we do it.

In which returns diminish.

When making estimations using story points didn’t feel helpful, a team decided to experiment with #NoEstimates. Breaking down stories into smaller tasks gives them insight into their velocity and has

I struggled a bit in my first year as a tech lead - here's what I had to deal with in my first year, and how I got over my imposter syndrome.

The step-by-step guide for becoming a good manager.

We use our Leadership Principles every day, whether we’re discussing ideas for new projects or deciding on the best way to solve a problem. It’s just one of the things that makes Amazon peculiar.

Principles: Life & Work by Ray Dalio now available in hardcover and as an audiobook. Learn more at principles.com

Years ago, after finishing my bachelor in computer science, while doing my specialization studies in teaching and, later on, while doing my masters in leadership and management, I had several subje…

Today we all live and work in the Internet Century, where technology is roiling the business landscape, and the pace of change is only accelerating. In their new book How Google Works, Google Executive Chairman and ex-CEO Eric Schmidt and former SVP of Products Jonathan Rosenberg share the lessons they learned over the course of a decade running Google. Covering topics including corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption, the authors illustrate management maxims with numerous insider anecdotes from Google’s history. In an era when everything is speeding up, the best way for businesses to succeed is to attract smart-creative people and give them an environment where they can thrive at scale. How Google Works is a new book that explains how to do just that. This is a visual preview of How Google Works. You can pick up a copy of the book at www.howgoogleworks.net