Three bad managers

Three bad managers
5 minutes by Michael Lopp

Michael describes three successful leaders who were poor managers: The Artist, The Dictator, and The Knife. Each was smart and strategic but failed at supporting and guiding people. Through these experiences, he learned that you cannot change bad managers. Instead, you must adapt your communication and behavior. The key lesson: you don’t choose your boss, but you choose who you are with them.

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Large tech companies don't need heroes
6 minutes by Sean Goedecke

Large tech companies are shaped by systems, not individual heroes. Processes and incentives drive outcomes, and one person cannot change the company’s direction. Heroic efforts to fix inefficiencies may help briefly, but they rarely improve the whole system and are often exploited by managers. Sean suggests engineers should focus on work that is clearly rewarded, since lasting change comes from better systems, not individual sacrifice.

Welcome to the room
5 minutes by Jeffrey Snover

Jeffrey shares a leadership lesson from Satya Nadella after he became a Microsoft senior executive. Nadella explains that leaders must stop complaining and create success with the resources they have. They must be bold, think clearly, and stay “intellectually honest” by testing and adjusting their plans. True leadership means aligning strategy with resources, tracking results, and delivering real impact—not just staying busy.

How to coach your team (without making them defensive)
4 minutes by Wes Kao

Wes explains how to give feedback without triggering defensiveness. Avoid sweeping statements like "You are X" and instead use softer language such as "You come across as X" or "You seem X." Root feedback in specific observable behaviors rather than making broad claims about someone's character. This approach makes it harder for people to debate you and helps them focus on your actual point instead of getting distracted by overreaching statements.

Soft-skill upgrades for tech leaders
5 minutes by Aviv Ben-Yosef

Tech leaders often focus on tools but ignore improving themselves. Aviv highlights three key skills: managing time, communicating with intent, and making decisions despite uncertainty. By resetting calendars, tailoring messages to drive action, and using clear decision processes, leaders can create greater impact. These “soft skills” compound over time and strengthen both personal performance and the entire organization.

And the most popular article from the last issue was:

• AI fluency leveling