#Management
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6 reasons why the senior leadership doesn't take you seriously
The article says first-line managers need finesse, steadiness, clarity, accurate language, and better feedback habits to be taken seriously by senior leadership.
How to effectively lead leaders in game development
Charity Joy outlines how to lead managers by using curiosity, clear communication, coaching, facilitation, trust, and consistency to support leaders and keep teams aligned.
How I give high-quality feedback quickly
The newsletter argues that feedback can be both fast and high quality if you focus on the highest-leverage work, start with structure when needed, and use the right medium to keep the process sustainable.
15 Best Leadership Books
A curated reading guide for leaders that highlights books on communication, habits, feedback, emotional intelligence, team trust, motivation, and practical management.
All I Need to Know About Engineering Leadership I Learned From Leave No Trace
A articulation of Leave No Trace with engineering leadership becomes seven principles applied to software: plan, use durable technology, clean up technical debt, give back improvements, and treat security as care with broad impacts.
How Do You Know A Developer Is Doing A Good Job?
The text argues that developer evaluation is hard because the value of a single developer is difficult to measure directly. It says managers end up making subjective judgments, and that easy quantitative metrics often reward the wrong behavior.
On pay philosophy
Robbie Clutton lays out how companies structure compensation as they scale: job/role hierarchy, benchmarking sources, the compa ratio for pay bands, and regional pay adjustment models.
Soft Skills for Managers
The page argues that managers need initiative, emotional control, and dispassionate empathy, and that sociability or likeability is a poor proxy for real management ability.
Don’t Create Chaos | Stay SaaSy
The post argues that effective leadership reduces confusion: good leaders leave rooms with more certainty, clearer goals, and firmer decisions, using agendas, written confirmation, and over-communication to keep work aligned.
Why It’s Easier to Manage 4 People Than It Is to Manage 1 Person
The post argues that a one-person team creates over-reliance, isolation, and weak context for both manager and report, making mistakes and conflict more likely than in a larger team.
The 8 Mile Method
Names a negotiation tactic after Eminem's rap battle finale in 8 Mile: name the other side's strongest objection before they raise it, then work situations where that move applies.
Peter Principle
"In a hierarchy, every employee tends to rise to his level of incompetence."
Parkinson's Law
Work expands so as to fill the time available for its completion.
14 questions to ask an underperforming employee during a one-on-one meeting
The article says managers should ask questions, not assume causes, when an employee is underperforming. It groups prompts for looking inward at management and outward at the employee’s experience.
Don't solve problems if you want to be a great manager
The article argues that managers should not solve employees’ problems for them. Their job is to ask questions, help people think for themselves, and build the team’s problem-solving capacity.
7 ways of giving feedback that encourage change
The article says feedback should be timely, specific, contextual, and rooted in care so it actually helps people change behavior instead of being ignored or misread.
How to onboard a new hire
The post explains how Know Your Team onboarded a new employee by sharing business context, clarifying success, collecting work preferences, and outlining first projects plus onboarding tasks on day one.
10 books every new manager should read
The page recommends ten books for first-time managers, mixing business reads with novels and psychology to help with motivation, strengths, and cognitive bias.
The Parable of the Two Programmers
Two companies assign similar programming jobs, but one rewards visible activity and large teams while the other rewards a simple, fast result. The parable contrasts management perceptions with the actual difficulty of the work.
Peter Drucker - Wikipedia, the free encyclopedia
The page lists Drucker’s recurring ideas on decentralization, knowledge work, outsourcing, nonprofit organizations, management by objectives, and the manager’s duty to balance goals while serving customers.
8 Core Beliefs of Extraordinary Bosses
The article contrasts average and extraordinary bosses across eight beliefs: business, company, management, employees, motivation, change, technology, and work. It argues that great managers lead through service, trust, vision, and empowerment.