I'd take the more stack related side of this article with a pinch of salt. It seems a bit too specific to the company behind the story. The rest of the article rings true and spot on though.

And now the part two, with more warnings about what you measure. Also proposes a few ideas toward the end.

Excellent piece. Be careful what you measure. If you measure the wrong things people will game the system.

An old one but since I'm aware of companies still doing their performance reviews this way... Don't fall for it, use a more humane process whenever you can.

Lots of good advices for dealing with a conflict. Choosing the right words and the right time matter. Not easy to apply but worth trying.

Clearly very much inspired by the science peer review system. Having experienced it, indeed I wish more business decisions would be made that way.

Those who listen (not mandate) to their employees and hire whatever the location will come out on top. It'll require planning real estate ahead of course but the writing is probably on the wall.

Kind of overlooking the cost of producing videos in my opinion. That being said, if you keep videos out of the picture this little article is spot on. Remote work is about more asynchronous and longer form communication first.

Interesting to look at several career progression models and compare them indeed. This is likely necessary when making your own model for your context.

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.