# leadership

The interview pipeline I keep rebuilding. Where I borrowed from "Who - The A Method for Hiring", where I borrowed from "Noise" and what I learned by running it.

A diagnostic framework and worked example for seeing all five systems at once.

Why engineering management is a systems problem, not a process problem. The opening article of a seven-part series.

An attempt to debunk the "two horses' asses" myth to reveal how standards truly drive innovation and a confrontation of the corporate fiction of a "High Care, High Performance" culture by arguing that leaders must make a conscious trade-off between the two.

This is the story of how a structured process, focused on defining our team's "Why, How and What", transformed my perspective and engineered a new sense of clarity, alignment and shared purpose for our entire leadership team