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- Indexed issues, last 90 days
- 16
- Latest publication
- Sep 28, 2026
- Audience
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- Earliest in this view
- Aug 6, 2026
Latest issues
Second-Order Thinking: How to See the Consequences Before You Create Them (opens the original)
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A few years ago, one of my managers came to me with a situation. One of his team members, Matthew - a senior engineer, was frustrated for lack of growth and was thinking about leaving. The manager saw Matthew as a high performer, and didn’t want to risk losing him, so he wanted to promote him.It seemed like a simple fix, and I approved it.But the “fix” didn’t last long.A few weeks later, two other engineers on the same team came to the manager asking for a promotion. One of them had actually bee
7 Signs You’re a Better Manager Than You Think (opens the original)
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Here’s an irony: the worst manager I ever worked for never wondered if he was a “good manager”, but the best one asked himself that question all the time.For many years in my leadership career, I was the second kind.I felt like an impostor. Every night after a long day’s work, my mind would go on this ‘reflection spiral’ of “I should have said this in that meeting”, or “I should have pushed back on that decision”, or “I should have handled that 1:1 differently”. etc. etc.At that time, I was conv
The Feedback Sandwich: How to Give Feedback Without the Sugarcoating (opens the original)
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Early on in my career as a new engineering manager, I remember sitting down with my manager for a feedback check-in conversation.The meeting ran for more than an hour. For most of the meeting, he told me how well I was doing. He appreciated the ownership I had taken on a project despite being a new manager. He even mentioned how I had grown compared to just six months ago.Somewhere in the middle of the meeting, for about two minutes, he mentioned one thing I needed to work on - that he wanted me
6 Things Good Managers Do That Look Like Doing Nothing (opens the original)
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I once attended a project review meeting with my team to review the status of a high-visibility project.A few minutes into the meeting, the temperature in the room started rising. It was obvious that the project was falling apart with slipping deadlines, and tempers started to run short. I noticed that my team leads were looking at me to “jump in” and “fix” the issues being discussed.Instead, I stayed quiet for almost twenty minutes. I just listened, asked one question, and then let the team wor
The Karpman Drama Triangle: How to Stop Playing Victim in Your Own Team (opens the original)
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Many years ago, I had a manager who was, should I say, very involved.Almost every week, he would tell me some version of “I’m the only one fighting for the team.”He said this in our 1:1s, in the hallway on the way to get coffee, and at times even in our team meetings.Yup, that felt awkward.To be fair, from his perspective, when he said that, he was trying to show how much he “cared.”But from the team’s perspective, it was a completely different story. Every problem we raised to him quickly turne
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