Good points, this is indeed often where we are struggling when we move to a leadership role. This changes the nature of the work at least in part and we need to adjust to it.
Nice example of organization to foster more autonomy and ownership in engineering teams. Clearly needs to be adapted to the project context but gives quite a few ideas. It strikes a nice balance at keeping both an individual and a team view of the responsibilities.
Interesting tips to keep learning on the technical side of the job as you get more managerial responsibilities.
A bit biased toward stable product teams only. Still, there are good tips which are more widely applicable here. This gives a good idea of the management of a distributed team of remote workers.
Lots of open questions which are left unanswered. That said it shows how difficult it is to evaluate knowledge workers in general and that we're often grasping to the wrong metrics.
Transparency and fairness are definitely important to keep people motivated across an organization. That doesn't make it easy to deal with of course, but that's where managers should focus.
We should definitely be more wary of metrics indeed. They help for a while, but at some point you'll necessarily get unfortunately burnt by them. The only fallback is "good judgement"... do what you can with this.
Nice tricks to help the team jell. I should try this more.
Aligning people with differing core values in a team is indeed necessary but difficult. It can kill your project for small teams, for larger teams you will likely need to think your organization keeping the misalignment in mind.
It's bloody hard to build a strategy. This article is full of good wisdom to make one. This won't make it really easier, but at least you won't start in the wrong direction and will be able to know if what you produce is any good.
This is an interesting framing of the question. We often talk about the scope, but how thorough are we when handling it? Should we even be that thorough? Might make some of the trade offs more explicit.
Interesting concept of task relevant maturity. I should probably take it more into account myself.
Nice advices to deal with underperforming teams or individuals. Making the distinction between refusal to align or failure to execute is particularly useful.
Interesting tips and actions to help frame the conversation. The goal is to get the team better self-organized and directed.
Very good primer on a widespread and very hard to avoid bias. This is why it's hard for projects to properly meet deadlines.
This is a funny pretense, and yet... If any of this remind you of a real context, this would be paper cuts. Have enough of those and indeed the organization might grind to a halt.
Packed with useful information. Clearly some things I'm eager to test in there.
Definitely this. Listen and write down issues before you start to complain. There might be reasons why things are as they are. Take the time to understand them and refine to have a better feedback.
A good reminder that mental health can be hard to keep in check in our profession. Pay attention to how you feel, anxiety is a sneaky foe. Lots can be done to improve if taken care of early enough.
Plenty of good tricks in there. It has to be genuine of course, but said tricks reduce chances of unwillingly dropping the ball on the topic.