Writing
Technology, work, leadership, and field notes.
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Communication is a broad topic, but it can be made concrete. Starting with 'clarify first, then give feedback, then commit,' plus a complete list of questions for workplace communication.
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2 min read
Part of the column “One-on-One Conversations” · Chapter 9
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.
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2 min read
Part of the column “One-on-One Conversations” · Chapter 8
From the resume and fundamentals to the project presentation: an interview is not about guessing a standard answer, but about letting people see your facts, judgment, learning style, and way of collaborating.
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10 min read
Structure isn't about applying a template; it's about making problems, evidence, trade-offs, and decisions checkable by others. A ready-to-use training and questioning checklist.
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2 min read
Part of the column “One-on-One Conversations” · Chapter 7
Product sense isn't guessing at requirements. A ready-to-use list of talking points, from two angles: how engineers should understand the product, and what product managers actually do.
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2 min read
Part of the column “One-on-One Conversations” · Chapter 6
From completing requirements to taking part in planning, how engineers place technical implementation between user problems and business outcomes.
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13 min read
Part of the column “Product Judgment” · Chapter 1
Don't treat cooking as a test of willpower: with a small set of fixed choices, turn shopping, prep, cleanup, and unexpected changes into a sustainable routine.
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10 min read
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.
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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.
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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.
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4 min read
Part of the column “Recruiting & Professional Relationships” · Chapter 1
Professional relationships are not a resource pool to be tapped, but a network of trust built slowly through real collaboration, measured help, and clear boundaries.
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5 min read
Part of the column “Recruiting & Professional Relationships” · Chapter 3
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.'
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2 min read
Part of the column “One-on-One Conversations” · Chapter 5
The job of a product overview is not to collect as many facts as possible, but to help readers build a shared question, form judgments, and understand what evidence is still missing within a limited time.
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7 min read
Part of the column “Product Judgment” · Chapter 2
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.
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2 min read
Part of the column “One-on-One Conversations” · Chapter 4
An engineering POC is neither a project secretary nor someone who covers for everyone else; the role exists to keep goals, commitments, risks, and decisions clear in cross-functional collaboration.
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6 min read
'I've been really busy' is a genuine feeling, but it isn't good enough as communication. These questions break 'busy' into scheduling, capacity, trade-offs, and commitments, so both managers and reports can ask them.
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2 min read
Part of the column “One-on-One Conversations” · Chapter 3
Self-use isn't about 'spending more time in the product'; it's a feedback system spanning real tasks, valid evidence, and verified fixes.
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4 min read
From daily and weekly reports to problem retrospectives: how to maintain baselines, record changes, judge impact, and turn data conclusions into verifiable action items.
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4 min read
Part of the column “Data Metrics Guide” · Chapter 5
Facing cross-functional requirements, how should an engineering POC divide work, surface risks, handle changes, and manage their own workload? A public FAQ for real-world collaboration.
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11 min read
A ready-to-copy metric dictionary template, plus public examples for completion rate, retention, conversion, error, experience quality, and feedback metrics.
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4 min read
Part of the column “Data Metrics Guide” · Chapter 4