Tags
Writing, research, projects, and photos around “Team”.
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
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 responsible referral is not about prompting an application, but about helping both sides gain enough truthful information to judge whether it is worth getting closer.
Short
4 min read
Part of the column “Recruiting & Professional Relationships” · Chapter 2
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
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
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