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.

Vert good advices to analyse dysfunctions in teams and organization. One thing I'd add is to be careful to look for symptoms at the right level. Indeed problems at the Vision level will also lead to issues at the Strategy level which will in turn lead to pains at the Tactical level. So for instamce, don't stop at symptoms listed at the strategy level also look for symptoms coming from the vision level otherwise you might be blinded and miss something.

Looks like a very nice canvas for building and charting communities.