Tags
Writing, research, projects, and photos around “Leadership”.
Hiring is not a request handed to HR or TA. Managers of managers, HRBPs, TAs, and hiring managers build a shared system for defining problems, hiring, developing, and handing off leadership responsibility.
Short
8 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 4
A framework for understanding how an organization distributes people decisions, problem and priority decisions, budgets, and capacity—and for seeing what a manager of managers can decide, negotiate, or escalate.
Short
7 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 2
How safety, fairness, evidence, dissent, and accountability constrain authority when managers of managers control outcomes and resources.
Short
2 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 6
How a manager of managers can coordinate frontline managers, make cross-team choices, and use authorization and resources without taking back daily management.
Short
3 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 3
Why a manager of managers is needed, what complexity the role must carry, and how to judge whether a person fits that responsibility.
Short
3 min read
Part of the column “Managing Managers & Multi-Team Outcomes” · Chapter 1
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
A practical management framework built from eight recurring judgments: problem definition, boundaries, alignment, context, closed loops, resources, teams, and retrospectives.
Short
8 min read
A framework paper that advances structured thinking from the generic expression of "conclusion first, mutually exclusive and collectively exhaustive" into a four-stage problem-location method — Structure → Surface connections → Infer root problem → Find solution — with the causal, duality, dialectical, position, and interest lenses at its core, offering a testable training protocol and its boundaries of use.
19 min read
Read summaryA farewell, reflection, and word of thanks at the end of an eight-and-a-half-year career journey.
Short
2 min read
Recruiting branding is not about polishing a job posting; it is about making the right people believe: the work is worth doing, the team has a chance to make it happen, and they can push it into reality together with their peers.
Short
5 min read
An uncompressed question bank: prepare promotion materials, interview answers, and stage reviews item by item across business, technology, team, individual judgment, and organizational capability.
Short
18 min read
When an existing bench has failed or you need to start over, rebuild responsibility, standards, and development mechanisms first — not just redraw a division-of-labor chart.
Short
7 min read
Part of the column “Building Teams” · Chapter 2
Growth paths are not job-level checklists but three expanding responsibilities: completing tasks, owning problems, and enabling others to do important work.
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7 min read
Part of the column “Building Teams” · Chapter 5
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
Time management isn't about packing your calendar full; it's about clarifying your commitments—and what you won't do right now—based on role, value, and opportunity cost.
Short
2 min read
A manager's distance from the code shouldn't be a fixed number but a consequence of the goal: close enough to judge architecture, risk, and blockers, far enough to spend energy on defining problems, unblocking collaboration, and securing authority upward.
Short
3 min read
Frontline management is not about doing a bit more work for the team; it is about continuously producing better judgment, predictable delivery, and a collaboration system that can repair itself.
Short
10 min read
Part of the column “Building Teams” · Chapter 1
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
Recruiting is not just about filling a vacancy; it is about continuously clarifying what the team needs and can offer, and calibrating judgment with every choice.
Short
4 min read
Part of the column “Recruiting & Professional Relationships” · Chapter 1
Responsibility isn't mindless overtime or mindlessly taking on work. This set of questions makes clear 'who decides, who executes, when to escalate, and where accountability ends.'
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 5
A mentor's value lies not in planning everything for the new hire, but in jointly building goals, feedback, and a rhythm of gradually stepping back; a workable 90-day plan makes this traceable.
Short
7 min read
Part of the column “Building Teams” · Chapter 6