Requests don't exist in isolation. They have upstream causes and downstream effects. They affect multiple stakeholders in ways that aren't always obvious from the description. And they often represent symptoms of larger problems. If your team is working tickets, you're solving the wrong problem.
Stop chasing updates. Start building systems that bring information to you.
Career ladders aren’t just HR checklists — they’re the hidden systems shaping who grows, leads, and stays in your company. When these frameworks are vague or broken, chaos follows. Here’s why getting them right is essential for influence, equity, and organizational health.
The moment you stop thinking about technical investment as something separate from business investment is the moment you start making much better decisions about both.
In nearly every organization, predictions about how others will respond to our ideas have become a form of corporate fortune-telling. We devote hours to anticipating objections, preparing counterarguments, and even shelving initiatives based on assumptions about what someone else might think.
The polymer professional — adaptable, integrative, and perpetually evolving — represents not just a new approach to career development, but a fundamental rethinking of the professional identity itself.
Every company should be looking for ways to grow and nurture their people. However, when companies introduce “mentorship,” it usually takes the form of an internal matching service. But, a mentorship program is different from a mentorship culture, and the latter is where the real impact can happen.
There is a lot that you can do to ensure that you are bringing fairness and objectivity to the way you are leading and managing your organization. Hiring, performance management, and promotions are three main areas to start.
As leaders, we're told that transparency with our teams builds trust and that our values should guide our actions. However, organizational reality often puts these principles in tension, if not conflict.
