- Leadership in Tech
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- Navigating ambiguity
Navigating ambiguity
Navigating deeply ambiguous problems is the rarest skill
Navigating ambiguity
10 minutes by Will Larson
In my experience, navigating deeply ambiguous problems is the rarest skill in engineers, and doing it well is a rarity. Itβs sufficiently rare that many executives canβt do it well either, although I do believe that all long-term successful executives find at least one toolkit for these kinds of problems.
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Balancing Engineering Cultures: Debate Everything vs. Just Tell Me What To Build
18 minutes by Adam Fishman
Lessons from leaders at New Relic, Credit Karma, Reforge, Hubspot, Trulia, Intercom, VSCO, and more.
How To Fix Broken Teams
9 minutes by StaySaasy
Most teams break in very similar ways. And, even more luckily, most teams can be fixed in similar ways. So, letβs talk about diagnosing and fixing the most broken of teams.
The "errors" that mean you're doing it right
8 minutes by Jason Cohen
Some things appear to be mistakes, but in fact should be celebrated as the expected outcomes of great decisions.
Velocity roles: Subtractionist
5 minutes by Jade Rubick
This post explores an archetype that makes teams faster β the Subtractionist. They simplify everything.
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