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 “CEO test” is when you ask yourself “Would I do that to my CEO?”. That can often help you spot behavioural anti-patterns you must correct, when interacting with your coworkers.

If you adopt asynchronous work, everyone should be able to work on a schedule that’s convenient to them. But that may not be the case from day one. You must first build your deep-work muscle.

Group chat can be both a helpful tool and a distraction in the workplace. While suitable for quick exchanges and simple information sharing, it falls short for more important discussions and tasks.

Advocates of in-person work often say they need to get their teams together for brainstorming sessions. This is a waste of time. The effectiveness of brainstorming is a corporate myth.

Want to be a better async worker? Check out this guide on how to read effectively and provide feedback. It's shorter than the writing guide, but just as helpful!

Can random acts of unsolicited kindness bring us together at work? Let’s find out in this post.

If writing is the number one remote working superpower, then we must all get better at it. Here’s how to level up your writing game.

Well intentioned, busy people want to be collaborative. But they often end up as bottlenecks. I argue that busy people must change their model of collaboration.

We often reach for training as a solution for behaviour change or skill development. But most training programs don’t achieve their objectives. How do you facilitate learning then?

We continue exploring the seven deadly sins of knowledge management in this week’s post. I explained three of them to you last week. Here are four more.

In a massively distributed world of work, effective knowledge management is a superpower for your people. On this site, we’re already discussed many things you must do, to foster knowledge sharing. This post is the first, in a two part series about things you shouldn’t do.

I recently went out for a mid-week retreat with colleagues on my new team and as a fortuitous coincidence, I was one of the event hosts. The experience brought back into view a few of my principles and practices when organising such an event. In today’s post, I want to share these thoughts with you.

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.

The remote-work divide between employers and employees feels more stark each passing week. Lest it descend into an adversarial relationship, I believe we must view this exchange as a two-way street.

A common argument against remote work is that coaching and mentoring are harder when you’re all remote. But I believe that if companies are intentional about building modern coaching and mentoring skills, they’ll do much better being remote-first.

The world of work has a toxic masculinity bias. In this post I share some thoughts about such biases.

To invite diverse views in an open discussion, psychological safety is essential. In this article I want to tell you how anonymity can help create that safety.

Organisations can benefit from volunteerism in the workplace by harnessing their people's spare capacity. But how do you get it right? Allow me to explain.