Good explanations about why autonomy without alignment is problematic. There are tips I should mull over in there, this can probably lead to some improvements at some places I've seen.

Interesting alternative to the "T-shaped skills" metaphor.

Too often managers loose track of the level of autonomy achieved by the people around them. It's important to gauge this properly though. Too much or too little guidance and prodding can lead to frustration.

Good tips on how to create some slack and prevent burnout.

Interesting insights about the minutiae of the CTO role.

This nicely goes in depth on the five domains to look at to know where you stand as a manager. Also proposes action to increase the impact. Good food for thought.

Old article, still an interesting approach to making changes and looking for growth opportunities. There is value in trying not to frame everything as problems to solve.

This is another way to approach the question of having slack in your schedule. This is necessary, and probably at scale in the organization (as implied by this article).

Interesting ideas in there. It's not enough to pick up that something is off in a conversation. It's better to influence things to defuse the tension. Clearly not that easy to do, will require quite some practice.

Clearly a bit US centric but interesting trends nonetheless. We might see some of that reaching Europe (for good and for bad) fairly quickly. At least regarding hybrid work, flexible offices and more asynchronous communication, I've seen it globally spread already.

Nice overview of what it takes to increase your uptime. It can get expensive quickly. This is also a good reminder that it's not only about software, it's a lot about people and administrative constraints as well.

Nice post full of good advises for new (or not so new) managers.

Interesting approach to get a better understanding and awareness of your surroundings as a tech lead or lead dev.

I'm not necessarily convinced by all of those. Still there are interesting ballpark numbers I didn't have on my radar as far as management goes.

Lots of nice advices in the followups. The previous article clearly lead to a good conversation around it.

Note it's not about impostor syndrome, I guess lots of us think we're in this category, that doesn't make it real.
Anyway, from the management point of view this is indeed a baffling situation when you encounter someone like this. What to do? Definitely not always easy, sometimes induced by the organization as well so it would be too easy to blame on the person alone. We need to pay more attention to those and there's clearly no magical recipe to handle them.

Nice (even though a bit long) explanation of the skills needed for a senior software engineers. Definitely a bunch of good advises in there.

Interesting way to frame the potential problems around organizational culture. This indeed influence behaviors quite a bit so should be in check. It also shows it's a complicated problem you don't want to overdo it, freeze the culture in place, and see it used mainly for blaming... it'd effectively turn into a cult.

Definitely this. Having "heroes" brings obscurity and hide the problems, this prevents management from knowing and handling the issues. This also create lots of missed opportunities for collective learning and improvements.

Interesting advises for higher management roles. The information gathering and the distorsion fields are key factors to have in mind to not loose perspective. Otherwise it's when you'll start doing more harm than good.