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Writing, research, projects, and photos around “Management”.
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 theoretical synthesis, conceptual model, and application framework: it redefines motivation from "whether someone has drive" into a situated process of "whether motivation is generated, whether it can be converted into behavior, and whether it can be sustained," integrating self-determination theory, expectancy-value, goal setting, self-efficacy, and behavior models; bringing in perspectives from developmental psychology, business management, and organizational and occupational psychology to propose a three-layer "Situational Motivation Model" with a "growth axis," which it concretizes in the workplace into six components — task, goal, incentive, feedback, development path, and leadership/relationship — connecting to measurable outcomes such as engagement, commitment, performance, burnout, and turnover, introducing the enterprise life cycle as an enterprise-level moderating variable, and ultimately yielding nine falsifiable laws of motivation.
29 min read
Read summaryWhen 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
Disaster recovery and review are healthy redundancy; the horse race caused by grabbing resources, grabbing projects, and unclear authority pushes an organization into zero-sum exhaustion.
Short
2 min read
Sync the officially confirmed objective facts first, without covering up problems; then explain goals, stability, and the new ways of collaborating separately to superiors, the team, and collaborators.
Short
2 min read
Headcount ratios are only a dynamic concept. What matters more is aligning goals, markets, and resource constraints in time when expanding, contracting, or changing plans.
Short
3 min read
Part of the column “Engineering Collaboration” · Chapter 4
The core of a 1-on-1 is helping managers and reports understand each other's goals and needs; authorization must follow information and role boundaries rather than mistaking context for transferred decision rights.
Short
1 min read
Resource pressure is not something a call to "try harder" can fix. The team needs to reduce commitments, risks, and complaints back to facts, and make trade-offs openly.
Short
3 min read
Part of the column “Engineering Collaboration” · Chapter 3
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