"Personality is API for loyalty" - while a bit old, this post is still more relevant than ever, with the rise of so many startups. Wonderfully written, made me laugh while nodding my head the all time. Build a brand, stand out. Do it for your product, your team and even for your engineers. Share it at the office, it's golden.
These days my mind is occupied with my own thoughts on the required traits, expectations and practices to help my company's engineering team to grow while keeping hierarchy to minimum. “Engineers hate being micromanaged on the technical side but love being closely managed on the career side” - great insights in this article, on how Google approach measuring management value by using the same data-driven approach they're using for measuring product value.
"Culture is simple — get your act together... People emulate leadership. Great leaders are great examples. They’re prepared, they (really) listen, and they consistently collaborate with their teams to transform the best ideas into action." - Short and inspiring.
Not only this post is packed with wonderful insights, it's also a super helpful reference to other important posts on the topic. Free some time and give it a look, dive deeper and read the posts mentioned here. It doesn't get any better than that.
What is your management philosophy? These two are spot on: "My job is to help my people have the career they want. Whether it ends up being on my team or not" and "I have awkward conversations so you don’t have to. And so they actually happen"
Peter Seibel (Twitter) hates Performance Reviews - "it strikes me that if you could chart my probability of leaving Twitter over time, it would probably spike every six months sometime during feedback". I think that it all beings with setting expectations poorly when someone is promoted to a managerial position. Managers need to understand that it's their job to make the time to write and share feedback constantly, to help their teammates with their careers, to ask for feedback and improve the way they lead. When this is at the bottom of every manager's todo list, no wonder the organization "feels" the urge to enforce the process.