Interesting framework for sustaining a strategic train of thoughts for the long term. This can't be a fix thing, it needs to live and breather which this approach seems to foster.

OK, unexpected introduction, still the advices are sound: teach, delegate, handle the hard cases.

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

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 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.