You know that you need better visibility into your organization. Now it's time to build the system to make it real. This extended worksheet walks you through self-guided exercises to map your Signals, Conversations & Chats, and Judgment, identify your biggest visibility gaps, and design a weekly review practice you can start this week. Includes a 30-day implementation path, bonus deep-dives on signal integrity and triangulation, a bank of generative questions to replace status-update conversations, and a downloadable PDF worksheet. Start fixing your visibility problems now, not next quarter.

You've built observability for your software. But how well can you actually see what's going on in your organization? Most engineering leaders are monitoring their orgs (reacting when something breaks) rather than observing them (having systems that surface what you need to know). The OO11y framework gives you a practical system for organizational observability: three pillars (Signals, Conversations & Chats, Judgment), joined through sense-making. The accompanying article contains the full worksheet to make your own.

On May 22, 2026, I am presenting a keynote at KotlinConf in Munich. It’s titled "We Were Meant to Be" and was a labor of love that involved lots of reading and research. In this post, you’ll find the books, poems, and other sources I mentioned. The talk will be shared on YouTube, I will update here once it’s live.

It's been a little while I wrote anything to you here. Berlin, my home, is finally coming out of what felt like an extra-long winter, and everything is looking alive again. (Including me.)

I'm sharing some notes below about what I'm hearing is bugging tech people & leaders right now. I would love to hear from you: What's bugging you? And how do you cope?

I'm preparing a keynote about the crisis that the tech industry and humanity at large are in, and how to navigate the uncertainty that comes with it. In this post, I’m trying something new: Documenting the whole messy, nonlinear process as I go, including my work log, books and other resources, and all. Pull up a chair if you'd like to watch.

GenAI tools are changing what software engineers do day to day—but not in the ways most executives think. In this co-authored piece with Teal Bauer, we cut through the hype to examine what's actually happening: where these tools genuinely help, what humans still do better, and why many engineers are experiencing an identity crisis. Plus, tactical advice for engineering leaders navigating this transition with their teams over the next 30-60 days.

An interview with Lena from the Exec Eng. Dialog newsletter.

You've got a great idea for a tech talk, but your submissions keep getting rejected. The problem is (in most cases) not your topic—it's how you're representing it in your abstract. After reviewing thousands of talk abstracts during Calls for Papers (CfPs) as a program committee member and getting 60+ of my own talks accepted at conferences worldwide, I've seen the same patterns over and over again. In this post, I’ll share with you how to write a great abstract with writing tips and examples.

In our work as engineering leaders, there aren't a lot of places where the way that we lead becomes super widely visible to a lot of people. Maybe you give a presentation at some point to your entire company or at a conference.

A while ago, though, I was able to watch someone lead who made me really curious about how he does it. He leads in a very public way. I watched a conductor leading an orchestra in a concert, and, in this episode, I'm sharing with you my conversation with him.

Our guest is Cornelius Meister, a German conductor, pianist, and previously the Generalmusikdirektor or General Musical Director at Stuttgart State Opera.

His leadership excellence has been recognized with multiple prestigious awards, including conductor of the year. He consistently introduces new works and pushes boundaries in his field. He's known for strategic programming that combines established works with rarely performed pieces and world premieres and demonstrates how leaders can drive innovation while respecting foundational principles.

We've all been there - That moment when you know it's time to have that conversation you've been dreading. The one that makes your stomach clench. The one you would rather run away from.

So, how do you handle these conversations? How do you keep it from becoming such a big thing in the first place?

This episode is a deep dive into what makes some conversations feel difficult: being torn between compassion and performance that some managers experience and practical strategies for saying no without burning bridges. We explore dynamics that can make these conversations even trickier for women and other minorities in tech and why it makes the biggest difference to focus your leadership approach on consistent, caring leadership instead of perfect moments.

Our guest is Nikita Rathi. Nikita has been in the tech industry for several years, transitioning from linguistics to software development, and now leading engineering teams and organizations. She has navigated the complexities of managing performance while maintaining empathy, dealt with the challenge of saying no in a people pleasing culture, and hard lessons about setting boundaries. In this episode, she shares wisdom and practical advice on having difficult conversations.

Small gaps in alignment at the leadership level become canyons by the time they reach your teams.

Alignment, as in people really agreeing on what to do, why, and how to get it done. It's also one of those leadership things that sounds so simple and straightforward in theory. But we all know that it's not always that easy in practice.

My guest for this episode, Neil, brings his experiences on the topic of alignment. Neil has 25 years of experience in the industry. He's primarily worked in startup contexts, focusing on communications and data aggregation. For the last 10 years, he's been in senior engineering leadership positions with organizations of 50-100 people.

Neil and I talk about how to spot misalignment before it becomes a canyon and a crisis. We speak about the hard work of building genuine consensus at the leadership level and how to translate high level strategy into something that your engineering teams can actually use to make decisions.

Together, we bring you practical mechanics of creating alignment that is not just nodding along in meetings, but the kind that permeates every aspect of decision making within your organization.

When you're ill or disabled and working in the tech field, the long hours can be not just counterproductive, but discriminatory. And it is also because of these stated ideas of productivity and leadership that disabled leaders often remain invisible, but they do exist, and we are here to talk to one today.

Our guest is Sally Lait, an experienced senior leader with two decades experience in roles, including engineering director and VP of Engineering. Sally's insights about energy management, boundary setting, and intentional leadership are wonderful for all of us.

“I am so glad I didn't put on my good pants today, or else people may think that I'm not technical.” That's a quote from a CTO who spoke at a senior leadership conference last year, a conference where I had just been complimented on my carefully selected outfit, including good pants, and it hit me: We're still in a place where some people think that looking put together will somehow threaten your credibility as a leader. Let's change that.

I explore the three leadership traits that are often deemed crucial for leaders in tech: Driving innovation, getting things done, and being authentic. I examine each of those and show how they’ve been used to gloss over problematic consequences for individuals, our industry, and beyond. I also share many practical tips for leaders dealing with these issues.

Discover how facilitation skills can transform your leadership approach, whether you're a people manager or not. Learn practical frameworks, tools, and resources to elevate your ability to guide teams toward shared goals with confidence and purpose.

In this episode, I explore actionable allyship strategies with Leo, an experienced staff engineer. Learn how senior technical contributors can support colleagues from underrepresented groups through meeting techniques, documentation, and intentional advocacy — all without direct management responsibilities.

In this candid conversation, we explore the challenges neurodivergent professionals face in technology workplaces and how engineering leaders can better support them. Adya shares her personal experiences as an autistic person with ADHD, highlighting how common management practices and performance feedback often unknowingly target neurodivergent traits rather than actual performance issues.

A quick-start guide from my LDX3 London 2025 talk.

Managing your CV is one of the most powerful skill sets that any job seeker can develop. It's also an often-overlooked skill, but can make a huge difference in how you experience your job search and how your professional background is perceived by potential employers. Whether you're just starting your career or you're a seasoned leader, this guide is designed to help you navigate the CV creation process in a way that benefits both parties.

No one wants to be micromanaged, and no one wants to be told they are a micromanager. The word has negative connotations, and usually, it’s for good reason. But there's more to micromanagement than just power and control—it’s a complex issue that often stems from deeper challenges.