To take with a pinch of salt since it has a couple of biases (most notably it focuses a lot on satisfaction) and the sample size is a bit small. A few interesting insights nonetheless. In particular it hints at autonomy, transparency, technical skills and vision as being the most important factors for satisfaction and success within teams. The applied project management method? Not so important it seems if the other factors are satisfied.

Very comprehensive list of tips and ideas to organize events and get together. Nice for inspiration if you need to organize such a thing.

Definitely this. Managing expectations is a big part of management. It's also important for customer relationship. In both cases, clear communication and finding misunderstandings early are key.

Interesting idea... indeed organizations can carry legacy processes and ideas as well.

Interesting approach when managing at a distance. It tries hard to stay lightweight which is definitely welcome.

This is a bit cartoonish I'd say but there's some truth to it. I indeed regularly get onto consulting gig where you find out that the people already had the solution to their problem. In those cases it's very often because communication channels are broken somewhere (team don't feel at liberty to share what they noticed, managers having a hard time to listen, etc.).

Things don't look great in this giant... it's astonishing how much eroding vision and transparency can hurt an organization.

Interesting idea, why not use similar workflows than to develop software? For sure this would bring more transparency and automation, should help focusing on higher value tasks.

Interesting approach for a manager to give transparency and to clarify expectations.

Nice writeup about the benefits of homogeneity in an engineering organization. It also shows how it is a balancing act though, since you need experiments to happen in a controlled way for evolution to still happen.

A bit too archetypal for my taste but there's some truth to it. If you lean towards "explorer" (I think I do), it's hard to be also a leader. Now you could be aware of your flaws and put tools in place to compensate for them when you need lead.

This is an impressive piece about decision making and leadership. I love the approach: seeking to get the decision out of the person instead of deciding for them.

You got a career ladder in place? Well, that's just a first step, how do you make sure the expectations are clear to people? How do you follow through? This article helps with those questions.

Nice ideas for decision making in larger groups.

This is a good list. I guess some of it feels obvious... at the same time it's indeed something you don't see every day. More awareness from managers is needed.

Definitely this, the context matters a lot. Sometimes I've seen people too quick to blame the skillset of underperforming colleagues. But the same person in a different context could probably do much better.

Good piece, this is indeed essential in managing others. If they can't trust you then fear will ensue.

Yes, seen this kind of imprecise requests go wrong fairly quickly more than once. It requires constant awareness though, on both sides of each request. This can be taxing, so no wonder we often drop the ball.

Interesting taxonomy on how to request things from people. Lot's to mull over in there.

Definitely an excellent list to have in mind as soon as you get to engineering management. The four areas listed are the most important.