Like it or not but the "manager" label indeed changes interpersonal dynamics.

Good wrap-up with a practical example.

As usual, very good advices on how to delegate. This time about the briefing and feedback parts.

A bit of an oversimplification of course... still it's OK since it's on purpose to get the point accross. In any case it's a good way to find out where you stand and where your weaknesses are as a manager.

Nice description of the community management in the Rust community.

Good set of guidelines to figure out what works or not in virtual meetings vs in-person meetings.

A very interesting look at the history of the Agile movement. What it really meant and what it degenerated into.

Again, very good (and short) advice about delegation.

Very interesting exploration on software engineering "facts" and what we can really do to increase quality. Unsurprisingly caring for the people seems to be the top factor.

Good set of advice on how to handle and plan for failure when delegating.

And a good approach to pick what to delegate.

Interesting definition of delegation

I think this is a very good summary of what being in the position of a tech lead entails. I especially like the bottom line of this article: it's a constant balancing act between your heart or your mind.

Most of the points pushed forward in this article are things I've been trying to achieve for a long time. It also summarizes fairly well most of the topics I go through with tech leads or people growing in the position for coaching situations.

Very interesting discussion about decision making and forecasting. I'm discovering Tetlock as he is mentioned and his findings are interesting in their own right as well.

That's a lot of good advises to deal with hybrid meetings (some people on site and some remote). In a way that boils down to "put yourselves in the shoes of the remote participants, what do they see and hear?" but there's a couple of extra one.

I particularly like the idea of having remote participants being assigned an in-room "avatar".

Looks like some people fell in love with remote working during the past year. Won't be easy to let go of it for them (for good reasons IMHO, I'm obviously biased).

Interesting talk about management and why it's hard. It touches upon problem solving and why we fail at it. In short we often look at symptoms and not problems. To make things worse we often try to solve them at the wrong place out of sheer ignorance.

It's also a very humble talk which I always appreciate.

Very insightful view on the differences between praises and positive feedback. It's indeed very easy to conflate the two by mistake.

Very good piece, I agree with all the advices in there. That being said, it's often difficult to apply. This is because it requires quite a lot of self-awareness from teams and not everyone is willing to work on themselves to realize their weaknesses in the first place.

Also I'd stress one point which I don't find pushed enough in that article. Very often you want persons who might not make your team stronger now but will over time. This even works better in my experience. Hiring is a bit like gardening in a way: it's also about keeping in mind how the people joining the team will bloom in that particular context and how it'll improve the landscape.

Good advices and good comparison of different ways to provide feedback.