A tight, clear list of what makes people happy at work.  A good reminder, next time you’re wondering how to up the happiness quotient around you.

Tons of data.  Good context for hiring. You probably know this in your gut already, but good to have it laid out.

“Akrasia is the state of acting against your better judgment. It is when you do one thing even though you know you should do something else”

Why do we make plans (“I’ll definitely go to the gym next week”) and not follow through?  A short discussion, and useful tips to take action.

I’ve been fascinated for a while about how the issues in writing software overlap with the issues in writing anything.  In both cases we take abstract ideas and express them in language.  How changing our conception of “developers” from “engineers” to “writers” might help in the challenging business of managing software teams.

“I can’t find the time to think/do strategy/network/develop my team”.  Happens all the time, and there is not a lot of “time management” advice which allows for the constant stream of sheer stuff that happens in a  tech company.

These are the approaches that work for my clients.  Take a look.

Delegation is a super-power to dig you out from overwhelm.  It also grows your team.  It’s also not a natural skill - you have to practice it.  This is a nice, simple introduction.

Just that - a look at where Startup CEOs spend their time from early days to later funding.  Interestingly misses out culture…

This is focussed on Product Management, but is more generally applicable to the tech world at large.  Yes, there’s a fire hose.  Yes, you have to deal with it.  “What’s on fire” is a good enough starting heuristic.

Radical Candor doesn’t always magically lead to peace, harmony, and agreement.  It does (ideally) get everybody to share the same reality.  If everyone does see reality the same way, but fundamentally disagrees about what to do, it may be time to “Disagree and Commit” - a habit which is deeply ingrained at Amazon.  A good introduction - well worth reading.

“The trick is building truth and trust”.  “Candor is critical to developing trust. And that involves being clear with everyone on your team about how they are doing and what they need to do to improve”.

The article doesn’t check Radical Candor by name, but drives at the essence of it: when you share the truth, you share trust and the team (company) can move forward.

“A common mistake I observe in leaders of teams big and small is to aspire for peace as a default. You should be challenging peace as a default”.   Yep.

If you have particular ongoing conversations in which you feel attacked, you might want to check this out. Digs into some questions you can ask yourself about why your guard goes up, and your emotions rise.

“Workaholism doesn’t care about you.

It doesn’t care about your health, your family, your friends, your wellbeing. It only cares about itself”

I mostly liked the title!   There’s some good stuff here about risking regular failure as the path to success.

A Leadership Listicle, true, but a quick and useful read about getting connected with, and growing, your team.

Loved this (and loving Lara’s blog in general): how to deal, effectively and like an adult, when you’re bent about something and somebody.

Just what it says: a clear, simple read. Gets to the core of slowing down, steadying yourself and doing the right thing.

Advice from Kim Scott about how to react to feedback from your peers when you don’t like it (and if you don’t like it, it’s probably pretty useful).

I’m always fascinated by attempts to get beyond the traditional hierarchy.  This is an analysis of the failure of several recent shots (Medium, others) at trying something new. Reading why they didn’t work gives good clues about what might be missing from your own, more traditional setup.

Fascinating account of some pretty radical decisions to be very transparent while growing a successful company.  I liked it both because it stretches how far transparency can go, and because of the audacity of the leadership around it.