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Before you delegate
Presents a six-question checklist for deciding what to delegate and how to explain it.
Leadership in TechAug 2026
26 pieces that cleared seventy. Ordered by how far each sits from the centre of this catalogue.
Presents a six-question checklist for deciding what to delegate and how to explain it.
Reexamines the author's own claim that tech lead roles are a trap, extending it to middle management.
Names overpromising as managers' most common well-intentioned lie and explains how it harms teams.
Lists six questions to ask before delegating a task to someone else.
Distinguishes between work that is defensible and work that is actually good.
Uses Prussian and Saxon crown forests to show how states simplify complex systems to govern them.
Extends an eight-year-old framework for diagnosing why engineering teams fall behind or tread water.
Contrasts advocacy and inquiry as two modes of dialogue, showing how the choice shapes negotiation outcomes.
Recounts how proving passkey support as a side project earned it a place on the roadmap.
Outlines four research-based ways analytical work can direct AI to generate surprising insights.
Offers a practical framework, drawn from coaching CEOs, for facilitating conflict between team members.
Argues middle management rewards stakeholder-pleasing skills that undercut what executives actually need.
Argues that common struggles with prioritization actually reveal a deeper organizational tension.
Traces the cognitive bias toward adding rather than subtracting, using a Lego bridge as illustration.
Traces the origins on both sides of the recurring 'why can't they just' organizational tension.
Describes Amazon's Working Backwards method for making product decisions from the customer inward.
Recounts Gumroad's stalled growth and the founder's choice to lay off 75% of staff rather than shut down.
Uses the metaphor of sitting on the same side of a negotiating table to reframe manager-report meetings.
Uses a caged bird's migratory restlessness as a metaphor for the urge to act despite comfort.
Examines organizational endings as an under-taught leadership skill requiring deliberate handling.
Uses a soil-horizon metaphor to explain why codebases decay into inconsistent layers over time.
Explains how decision-making slows as organizations grow and proposes pre-scheduling meetings.
Sets out a framework for managers starting a new role, prioritizing foundation over speed.
Argues that responsibility is demonstrated before it is formally assigned, not the reverse.
Offers a practical framework for uncovering what someone's underlying needs are during a conversation.
Argues job candidates should compress their career backstory into a brief, focused answer in interviews.