HeyJaredThe Adaptable Chameleon
Documenting leadership stories for ambitious future leaders growing fast in their 9 to 5 career.
- Indexed issues, last 90 days
- 17
- Latest publication
- Sep 30, 2026
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- Earliest in this view
- Aug 28, 2026
Latest issues
Your meeting fails before it starts (opens the original)
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The project manager learned that his team couldn’t deliver all features by the deadline. He sent the client a meeting invite titled “Discuss project scope” and left the explanation for the call. No agenda included either.He prepared two options: move the deadline to deliver the full scope, or keep the date and postpone some features. He wanted to walk the client through the trade-off and agree on a way forward.During the meeting, the client asked which features could wait. The manager presented
Your urgent project can’t wait for the weekly review (opens the original)
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During the final week before the project’s go live, testers found bugs that changed the team’s priorities each day. The project manager kept the weekly review to protect the engineers’ time for fixes.The team needed time to investigate, change the code, and test it. Pulling everyone into another meeting would take time from that work. The manager asked them to record issues in the shared tracker and keep going.On Monday, an engineer found a failure that required two teams to agree on which syste
Change starts with a bright spot (opens the original)
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A manager kept asking engineers to document their changes so the other teams on the project could keep up. When documentation slipped into the next sprint again, he considered making documentation sessions mandatory.One team was known for the quality of its documentation. The manager pointed to their documentation as the standard everyone should meet. He didn’t ask the team how they produced such quality documentation, no. He simply told the other teams to “follow the same standard”. He never co
Change has an upfront cost (opens the original)
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Management read headlines about AI multiplying developer productivity and told the engineering department to start using it. They also shortened delivery deadlines expecting the productivity boost.The engineers had to figure out how to use the tools in their work. Each tried a different approach, and the team needed time to make those approaches work together. Code reviews took longer because engineers had to first read “their own code” on top of the peer reviews.All of that happened while they
You’re changing too much at once (opens the original)
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The department head, already leading a cloud migration, read a blog post about how to schedule productive meetings. A few hours later he was already asking his team to restructure all their meetings around the approach.The engineers were learning how to work with the new cloud provider while moving the team’s infrastructure. When something didn’t work as expected, they needed time to investigate, ask questions, and decide how to proceed.Now they had another set of questions. Which meeting should
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