Tags
Writing, research, projects, and photos around “Growth”.
Two months in, there are requirements to deliver but no clear direction. A consultation interview about entering a new organization, business context, and how a senior engineer can begin to act.
Consulting
6 min read
Part of the column “Career Paths & Management Growth” · Chapter 1
A learning protocol for search delay, CUPED, page versions, and traffic incidents.
Case
2 min read
Part of the column “Search Engine Growth” · Chapter 8
A source-quality and referral framework that keeps third-party authority metrics separate from ranking facts.
Case
2 min read
Part of the column “Search Engine Growth” · Chapter 7
A practical value model for search, page consumption, Web2App handoff, and retention.
Case
3 min read
Part of the column “Search Engine Growth” · Chapter 2
How a manager of managers builds durable succession by transferring capability, relationships, and outcomes rather than preserving empty positions.
Short
1 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 5
Insecurity comes from the environment and also from comparison. First identify the source, then adjust expectations, extend the time horizon, and pull attention back from 'how others are doing' to 'what I should practice.'
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 13
Planning and retrospective are not about completing tasks. From the difficulty of setting goals, to methods for retrospective, and on to orienting around your own growth — a complete list of topics.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 11
Growth paths are not job-level checklists but three expanding responsibilities: completing tasks, owning problems, and enabling others to do important work.
Short
7 min read
Part of the column “Building Teams” · Chapter 5
What we call self-iteration is not endlessly pushing yourself to go faster; it is seeing your goals clearly, observing results, adjusting your actions, and continuously recalibrating amid uncertainty.
Short
6 min read
Part of the column “Growth & Self-Assessment” · Chapter 3
The purpose of developing a team is not to pour experience into everyone, but to make judgment, collaboration, and responsibility things that can be practiced, given feedback on, and passed on.
Short
6 min read
Part of the column “Building Teams” · Chapter 4
Motivation is not manufactured through slogans or pressure. What a manager can do is distinguish whether the problem stems from the environment, the role, the rewards, or the person's own state, and offer honest but limited support.
Short
2 min read
Part of the column “Engineering Collaboration” · Chapter 5
Potential is not a label drawn from a résumé or a single performance. Rather than judging whether someone is "smart enough," observe how they learn, act, think, and recover from setbacks.
Short
4 min read
Part of the column “Growth & Self-Assessment” · Chapter 1
The worst thing for a capability model is to be treated as fog. Break 'where am I now, where are the gaps, where do I go next' into questions you can measure yourself, rather than relying on others to label you.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 8
Don't judge a job by title, busyness, or short-term evaluation. Look at whether it leaves portable changes in how you understand, spend time, and execute.
Short
6 min read
Part of the column “Growth & Self-Assessment” · Chapter 2
A team is not simply the sum of its headcount and abilities. Real growth means forming, over time, more reliable collaboration, transferable experience, and the capacity to keep solving problems when circumstances change.
Short
3 min read
Part of the column “Building Teams” · Chapter 3
The worst thing about growth talk is when it stays vague. Break 'I want to grow faster' down into situation, capability, evidence, and the next round of practice, so both manager and report know what to ask.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 4