Sabbatical policies can benefit both employers and employees. But these extended leave arrangements need careful design and inspection.

Middle-level and people managers play a crucial role in companies, but they also model many corporate dysfunctions. It’s time for people managers to get back in service of the people they lead.

Our time is a zero-sum game. We don’t want shallow work commitments to steal our deep work time. Shallow work is unavoidable, but we can control it. In this article I explain four ways to do so.

We wrongly apologise for switching off from work or work related communication, when we have enough reason to do so. Such apologies undermine our professional contracts and set us back in our attempts to achieve work-life balance.

You won’t hear from me for the next few weeks, because I’ll be out practicing my hobby; i.e. photography. I believe everyone needs a hobby that they practice for its intrinsic value.

For remote workers the boundaries between work and life can often feel blurred. In this article I discuss seven strategies to achieve work life balance.

Teams needn’t be groups of BFFs. Trust and cohesion are far more important attributes. You don’t build trust and cohesion by accident though. Leaders must employ attentive design and intentional actions.

Most tech companies want to run well-leveraged teams; i.e a few senior people and a bunch of junior people. But many of us lack the process discipline to do this well. How do you design a team environment that’s inclusive of junior people? That’s the million dollar question I address in this article.

The recent slew of layoffs should give us all pause for thought. How should we view our relationship with employment? I’d like to share my perspective.

Poorly formed teams are woefully ineffective, but I see it so often that I’d be remiss not to state the problem. In this article, I’ll call out two common problems I see leaders repeat when forming new teams. I’ll also describe a few simple ways to avoid these problems.

If you want to grow as a professional or a leader, you must stop doing some work, to take up new work. In this post I explain the concept of “metawork”, why it should be explicit and how it can help you scale yourself.

If you learned to be a manager in an office-centric setup, async-first remote work may seem like an opaque way to lead your people. How do you manage without walking around and listening? In this post, I’ll unpack the risks of leading unhappy, disengaged or struggling team members in remote teams and what you as a manager can do to pre-empt these problems.

In an async-first culture, the role of a manager is crucial. If the company is the mother-ship, the manager’s the employee’s bridge to it. They should be the individuals that know the most about their people, their skills, abilities and strengths, their personalities and their aspirations. You need managers who lead with care. In this post, I want to address how you can show that care as a leader and a manager.

Depending on the level you operate at as a leader, you probably have some discretionary budgets available to you. When you spend that money, your company wants you to get the most bang for their buck. In this post, I want to explore four areas of expenditure that’ll make a big impact on your remote teams.

With the right systems and the right people in community management and curation roles, you can brew the perfect storm of “organised serendipity”. I daresay, that this can often work better than the proverbial water cooler meeting.

In this post, we’ll discuss how you can enhance your knowledge ecosystem by building on your existing collaboration stack. I’ll also go over how to create the right team of people to govern, curate and nurture that platform.