The Leadership Garden Weekly - #30

Hello lovely readers,

As you might have noticed, I took a 2-week break from the newsletter – life became super busy, and I didn’t want to just quickly toss something together. Good news: I’m back :)

One mistake we (especially managers) make: we see somebody is good at something, and we assume that’s their calling. Being good at something can be the proxy metric since usually, people do things they enjoy, but it’s not always the case. Dig deeper. Counter-example: being good at resolving incidents at 3 am does not mean I want to do that more than necessary.

Working with a non-technical CEO

Succeeding as a senior engineering leader when your CEO “doesn’t get it.”

How to build remote teams properly

Winning at the remote game means building your company in a way that empowers the employees, establishes self-sufficient teams that function autonomously with little supervision.

The Workplace Perks Your Developers Actually Want

As we emerge from the pandemic, employees are looking for more substantial offers that drive real value at the workplace. Will tech companies step up? Fresh orange juice is cool, but it won’t cut it anymore.

Why We Micromanage (Even If We Don’t Want to)

Micromanagement. We have all experienced it – and if you are a leader, you have mostly likely done it. Yet no one ever says that great leaders are micromanagers. If it isn’t effective, and we don’t like it done to us, why do we micromanage?

When Your Coaching Questions Freak Someone Out

Even with the best intent, this can happen – learn how to roll with it.

The Essence Of Leadership: Enable a Framework, Create Discipline

“Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.” — Jim Collins

Building bridges with difficult co-workers

Have you ever had to work closely with someone you really didn’t like? Or where you've struggled to overcome repeated friction? Then this piece is for you :)