people management

Managing technology is relatively straightforward; it follows logic, rules, and systems. Managing people, however, is profoundly more complex - and more impactful. It requires empathy, judgment, and a deep understanding of human motivation. In this realm, experience matters far more than theory. Real wisdom comes from navigating difficult conversations, earning trust, and learning when to push and when to support. As a leader, your words and actions can empower people to do the best work of their lives - or quietly dismantle their confidence. The stakes are high, and the best people managers carry that responsibility with humility, clarity, and care. And you need courage more than anywhere else - because leading people means showing up, standing firm, and doing what’s right, even when it’s hard.

hiring

People First. Always.

Taking over an existing team is fast and convenient - but building your own is where the real leverage lies. It’s harder, slower, and riskier upfront, but the payoff is a team that's truly yours: aligned, coherent, and ready to move as one. Hiring well is one of the hardest - and most important - things a leader does. Checking for functional skills is the easy part; the challenge lies in understanding how someone communicates, collaborates, and adapts. That’s what turns a collection of strong individuals into a great team.

Don’t hire by comparison - hire against a bar you set. Be intentional. Seek out people who not only fit the culture but stretch it in the right ways. Diversity of background, thought, and experience multiplies creativity and depth. Use your leadership principles as a compass and ask for real examples that reveal how someone lives those values. Then dig deeper. Great interviews aren’t about trick questions; they’re about real conversations that reveal real people.

And once you make the hire, don’t stop there. Onboarding is everything. Set people up for success early. Give them clarity, connection, and context. A great start builds confidence, momentum, and loyalty. Let people win early, and they’ll help you win long term.

mentoring

Pass the torch, light the way.

There are many ways to grow people, but the best leaders do more than manage - they develop. The company needs you to drive results, and for that, managing performance is essential. That’s where formal authority helps. But what your team truly needs from you is mentorship - someone who sees their potential and helps them reach it.

Great managers don’t just get the work done - they elevate people. They spot talent, nurture growth, and help others rise to the next level. That’s how you build a team that performs not just harder, but smarter. It takes empathy, emotional intelligence, and hard-earned experience. You have to understand people - what drives them, what holds them back, and how to unlock what’s inside.

But here’s the paradox: you must also hold them accountable. The real art is in doing both - leading with heart without lowering the bar.

Promotions

Recognize growth. Reward excellence.

Promotions should reward proven readiness - not just potential. Wait until someone has consistently operated at the next level for a few months before moving them up. Set clear rhythms for when promotions happen - twice a year works well - so the process is fair, focused, and not reactive.

Once someone expresses interest in a promotion (yes, promoting someone who doesn’t want it is a recipe for trouble), shift gears: you’re now a coach helping them reach a defined target. Confirm there's real support from stakeholders who’ve worked with them closely - ask the candidate to suggest potential sponsors or identify them yourself. These sponsors will be key in the final feedback stage, so engage them early.

Build a clear framework based on your leadership principles and key functional expectations. Use it to run a gap analysis. What’s missing for this person to succeed at the next level - technically, behaviorally, strategically? Ask them (and their manager) to collect real examples that demonstrate impact in those areas.

Use 1:1s to keep the goal alive: Are they making progress? Are there opportunities they’re missing? Are blockers getting in the way?

Once there's enough signal - typically 2–3 strong examples per area (and not all areas need to be fully covered) - gather official written feedback from at least one person at the next level and one or two more at peer or above. Ask for strengths, growth areas, and a clear yes/no on promotion readiness.

Summarize all this in a crisp promotion document: why now, what’s changed, what others say. Share it with your manager and/or HR, adjust as needed, and when it’s approved, announce it thoughtfully. Recognition matters - make it public and meaningful.

Promotions are milestones. Treat them as such - with rigor, clarity, and respect for the journey.

Feedback culture

Better together through honest reflection.

Feedback is the lifeblood of growth. No high-performing team exists without it. Every manager - and every senior individual contributor - has a responsibility to offer regular, meaningful feedback. It's how we get better. It’s how we evolve together.

Let’s start with redirecting feedback - the kind that helps people course-correct. Don’t hand it out lightly. Use it when something significant happens (like inappropriate behavior), or when a clear pattern starts to form. If it’s a one-off and minor, hold off. Observe. Confirm it’s not just a blip.

When you do give feedback, do it soon. Feedback ages fast. Same day is best; within the same week at the latest. Time erodes memory, and without context, your message loses power.

Make it clear, actionable, and constructive. Help the person see exactly what needs to change - what to start doing, stop doing, or approach differently. Be candid but respectful. Feedback should be firm, not harsh. Private, not performative. A calm tone and thoughtful words go further than emotional outbursts. The goal isn’t to punish - it’s to support improvement.

Use moments like 1:1s to bring up the issue. Start with curiosity - ask if the person noticed the situation or can reflect on what happened. Let them participate in the diagnosis. That builds ownership, not defensiveness. And when done right, people won’t fear your feedback - they’ll value it, because it helps them grow.

And remember - follow up. Feedback isn’t a one-shot deal. Watch for change. Recognize improvement. If change doesn’t come, you may be entering performance management territory - but that’s a different conversation.

Receiving feedback isn’t easy either. When someone gives you redirecting feedback, listen first. Fight the instinct to defend. Reflect. Ask why it was given and what you can learn. The best professionals see feedback not as criticism, but as a growth opportunity.

Now, let’s not forget reinforcing feedback - that’s just as vital. When someone does something great, say it. Publicly. Authentically. Set the standard by celebrating what excellence looks like. Recognition creates momentum. It builds confidence. It shows what “right” looks like.

There’s also promotion feedback - a more formal type. It should be written, thoughtful, and backed by clear examples: three strengths, one development area, and a clear statement of support. This kind of feedback plays a big role in shaping careers, so treat it with the seriousness it deserves.

Lastly, make feedback a rhythm, not a ritual. Don’t wait for annual reviews. Build a culture where feedback flows freely - where it’s safe, expected, and welcome.

Performance reviews

A Compass for Growth

Day-to-day feedback is essential, but it’s not enough - especially for people who want to grow. Ambitious individuals want more than just guidance; they want clarity. They want to know how they’re doing, where they stand, and how they can advance. Whether the goal is a promotion, a raise, or simply acknowledgment, you need a clear, fair framework to evaluate performance.

Start by defining your leadership principles and the core functional skills your team needs. These will become your lens for measuring impact and progress. Anchor your reviews in them, so evaluations are consistent and values-driven.

A yearly cycle works best. Mid-year check-ins help course-correct early; the end-of-year review is where you take stock. But don’t wait until Q4 to start collecting input - gather feedback continuously throughout the year. Memory is a poor system; documentation is your friend.

Come fall - October or November - kick off the self-evaluation process. Ask each team member to reflect honestly on how they’ve performed, using a simple scale: Below, Meets, or Exceeds expectations across each criterion. Then, independently do the same assessment yourself before seeing theirs.

Gather peer feedback too. It adds dimension and perspective that even you might miss.

Next, schedule 1:1 performance conversations. Sit down with each person, side by side, and compare perspectives. Don’t make this a verdict - make it a dialogue. This is your chance to show them how you see their work, to align on expectations, and to strengthen trust. Discrepancies between their view and yours? Explore them with curiosity. Ask for examples. Share your reasoning. Let it be a mirror and a map.

Take what you learn from these conversations and synthesize it. Then meet with your manager, HR, and any other relevant leaders. Discuss the full picture - calibrate across teams. Identify the outliers, both high and low. Who’s ready for more? Who needs support?

When all is said and done, give everyone a clear outcome. Keep it simple:

Exceeds Expectations
Meets Expectations
Needs Improvement

Tie compensation adjustments to these outcomes transparently. People deserve to know how their performance connects to their growth and their pay. Avoid ambiguity - clarity drives motivation.

Performance reviews are not about bureaucracy - they’re about building careers, fostering honest conversations, and creating a culture where excellence is seen, supported, and celebrated. When done right, a review is not the end of a cycle, but the beginning of the next level.

Managing up

Support your boss the way you want to be supported.

Managing up isn’t about playing politics - it’s about practicing leadership in all directions. Your relationship with your manager should be built on trust, clarity, and mutual respect. Be mindful of their time: communicate with intention, not excess. Share just enough detail to be useful. Escalate only what truly matters - risks, wins, and decisions that need their judgment or air cover. Don’t wait for a fire to grow before you raise your hand; timely signals can prevent disasters.

Don’t just report status - connect the dots to business impact. When in doubt, ask about priorities. Misaligned goals waste time and energy. If something feels off, challenge assumptions with questions, not with blunt resistance. Anticipate what matters to your manager - help them see around corners. That’s how you become indispensable.

Prepare for every 1:1 like it’s a strategic checkpoint. Send topics in advance, flag FYIs, and show you respect their attention. If you feel micromanaged, don’t complain - dig deeper. What do they really need? What trust needs to be built?

Bring problems - but never alone. Offer solutions, state your recommendation, and explain your reasoning. Ask how you can help them win. Take initiative. Use judgment. Take smart risks. Don’t wait for permission to lead.

Be someone your manager can rely on. Say what you’ll do. Do what you said. Own mistakes quickly and show how you'll avoid them next time. Accept feedback with humility and curiosity. Don’t wait for performance reviews - ask early, act fast, and show growth.

Remember: your development is your responsibility. Your manager can support you, but the drive must come from you. Managing up is how you grow as a leader - by leading without a title and making your manager's success part of your own.

Managing low performers

Don’t Delay What Needs Doing.

Don’t let underperformance fester - your culture, team morale, and business outcomes depend on your ability to recognize and address it. Start by observing patterns, not just isolated dips. Everyone can have an off week - but if a pattern emerges, it’s your duty to act early. Delaying hard conversations only compounds the problem.

Have the conversation - not to punish, but to partner. Be clear, not cruel. Lay out what’s not working and make your support obvious. People rise when they feel safe, seen, and supported. But psychological safety doesn’t mean lowering the bar - it means helping them reach it.

Start with coaching. If one conversation unlocks improvement, great. If not, move to clear documentation. Track your feedback, involve HR or your manager early, and set measurable expectations. Define what success looks like - and by when. An improvement plan is not a formality; it’s a final opportunity.

Measure outcomes, not just effort. Good intentions matter, but results are non-negotiable. If things don’t improve, have the courage to part ways. Do it with respect and compassion. Be honest, but kind - let the person walk away with dignity and the chance to find a better fit.

Communicate the departure to the team early and responsibly. Prioritize knowledge transfer and protect team momentum. Then reflect: Was it a hiring miss? A gap in onboarding? Coaching too late or too little? How long did it take to act? Are there patterns emerging in exits?

Let every departure teach you something. Sometimes you save someone’s trajectory. Sometimes you simply make space for the team to breathe again. Either way, leadership is what you do when things are hard - not when they’re easy.

The power of DEI

Driving Better Teams,
Smarter Decisions,
and Real Belonging

DEI isn’t just a checkbox or a passing trend - it’s a strategic and cultural cornerstone. While the public conversation around DEI has faced some backlash, its true value remains undeniable. Teams that prioritize diversity of background, thought, and experience don’t just feel better - they perform better. Numerous studies show that diverse teams are more innovative, make better decisions, and drive stronger business outcomes. Inclusion creates belonging. Belonging fuels retention, morale, and performance.

But diversity without inclusion is noise. And inclusion without equity is unsustainable.

Equity is what turns good intentions into meaningful impact. It means meeting people where they are - not treating everyone the same but giving everyone what they need to succeed. That might look like:

Offering extended onboarding for someone switching industries.
Providing coaching to someone with leadership potential but fewer formal credentials.
Ensuring quiet or underrepresented voices are invited to speak before the room fills with opinions.

And inclusion isn’t a poster on the wall - it’s how we operate every day:
How we build teams, lead meetings, give feedback, run sprints, design systems, and decide promotions. It’s embedded in our hiring processes, our tech stacks, our data practices, and our team dynamics.

Hire inclusively. Grow equitably. That means designing job descriptions with care, ensuring diverse hiring panels, running structured and consistent interviews, and being clear about what success looks like after someone joins. I believe in transparent career growth - no hidden rules, no secret handshakes.

Create psychological safety. Model vulnerability, encourage honest disagreement, and listen deeply - especially to those who’ve been underrepresented in tech and leadership. Everyone deserves to be heard, and everyone shares the responsibility to keep the environment respectful and collaborative.

If we want to build high-performing, future-proof teams, DEI must be more than a principle - it must be a daily practice. Let’s make space. Let’s raise the bar. And let’s do it together.