My growing collection of insights on leading through influence, communication, and systems thinking in technology organizations.
Sign up nowAs 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.
As leaders, it’s easy to fall into the trap of believing that we must always be “on” — constantly driving forward, putting out fires, and supporting our teams. But one of the most important skills for any manager or leader is knowing when it’s time to step back and prioritize our own well-being.
If there's a single piece of advice I would give to anyone starting out on their leadership journey, it's this: become unabashedly curious. This single trait, if genuinely approached, will have a profound and emergent effect over the course of one's career.
Realistically speaking, most systems we design and operate are more accountable to Darwin than they are to Newton. But we don't always think to build them that way. Recently, I had an opportunity to write an article for Built In to explore this very topic.
The debate about the importance of technical or “hard skills” versus “soft skills” for managers seems to be a never-ending one, especially in engineering circles.
One of the best ways to stretch yourself into new growth opportunities and demonstrate value is to tackle a known issue in a new way. However no matter what you come up with, driving change within an organization always starts with getting people to do something different than they’re used to.
This week, I’d like to share with you a handful of articles I came across over the past few weeks that I found particularly interesting and wanted to pass along to you.
