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Doporučuju inspiraci pro ty, kdo chtějí zlepšit soft-skills
Sleduji a sdílím inspirativní články, podcasty a knihy, které vám pomohou zlepšit vaše soft-skills.
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Najděte inspiraci pro svoje soft-skills
Become an Engineering Leader Everyone Wants to Work With
on newsletter.eng-leadership.com
As a leader, your evaluation is no longer based solely on your individual contributions; instead, it depends on the success of your team and projects. This is a crucial point to remember as an engineering leader. This article outlines how to be an effective manager in the tech industry, highlighting specific traits that are essential for success.
6 Steps to Reset a Demotivated Team
on hbr.org
Like any living systems, teams need regular care, attention, and intentional renewal to thrive. Whether driven by restructuring, relationship tensions, demotivation, or strategic pivots, there comes a moment when a team needs more than a tweak. It needs a relaunch. By pausing to reassess, reset, and realign, leaders can reenergize their teams and strengthen trust. Relaunching a team isn’t a sign of failure—it’s a sign of leadership.
How Engineering Leaders Stay Calm and Effective When It Gets Personal
on newsletter.eng-leadership.com
6 real-world stories and the 4-step framework for resolving conflicts effectively!
The 5 levels of communicating impact as an engineer
on read.highgrowthengineer.com
This article provides a clear, actionable, and memorable framework for communicating your impact. The framework consists of 5 levels, and each level builds upon the previous one, showing how one bad example can be transformed into an amazing example by laddering up the communication levels.
The Right Way to Prepare for a High-Stakes Conversation
on hbr.org
Most leaders enter high-stakes conversations armed with rehearsed arguments and rebuttals to anticipated objections—mindsets that unknowingly blind them to breakthrough insights and put their relationships at risk. The “Curiosity Check,” a rapid, pre-conversation diagnostic, helps leaders shift from defensive certainty to productive curiosity.
The Hidden Toll of Meeting Hangovers
on hbr.org
Over one quarter of workplace meetings leave employees with lingering negative effects such as lowered engagement and productivity that can last hours. This is called a meeting hangover. Learn to prevent it as well as cure it.
Why Engineers Hate Their Managers (And What to Do About It)
on terriblesoftware.org
Discover why engineers hate managers, the common management anti-patterns that destroy trust, and practical solutions from someone who’s been on both sides.
HBR IdeaCast: How to Get Out of the Hybrid Work Rut
on open.spotify.com
With some high-profile CEOs demanding workers return to the office five days a week, and others touting the benefits of fully remote work, many companies compromised and ended up somewhere in the middle. But that hybrid compromise can often bring the worst of both worlds. Wharton professor Peter Cappelli and senior HR strategist Ranya Nehmeh have looked deeply at what is going wrong with hybrid – and how leaders can make it right. They explain practical ways to improve meetings, build culture, and inspire commitment from employees in a hybrid model, which is most likely here to stay. Cappelli and Nehmeh are the authors of the forthcoming book In Praise of the Office: The Limits to Hybrid and Remote Work and the HBR article “Hybrid Still Isn't Working”.
Women at work: Managing up, one conversation at a time
on open.spotify.com
Have you ever realized, partway through a project, that you and your boss aren't on the same page? Maybe your definitions of success differed, or their expectations were unclear. Maybe you couldn't get them to listen, or you couldn't figure out why they insisted on doing things a certain way. Managing up means tackling these disconnects head-on-and doing it through honest, well-timed discussions. Executive coach Melody Wilding joins Amy G to explain why alignment on goals and clarity around working styles are essential. They
5 ways leaders can get employees on board with unpopular decisions
on www.fastcompany.com
Making difficult decisions is an inevitable part of being a leader. And at times, those decisions are unpopular. Yet in instances when it requires the efforts and cooperation of their team members, leaders have to find a way to get buy-in from the people that oppose those decisions in the first place. This isn’t easy, and requires a delicate balance.
On How Long it Takes to Know if a Job is Right for You or Not
on charity.wtf
A few eagle-eyed readers have noticed that it’s been 4 weeks since my last entry in what I have been thinking of as my “niblet series” — one small piece per week, 1000 words or less, for the next t…
The 2-Week Vacation Test for Engineers and Managers
on newsletter.eng-leadership.com
Are you sharing knowledge with others, or are you becoming a bottleneck? Here's how to find out! Taking time off is essential, regardless of your role. Even a CTO needs a break. This is why it's important and how you can prepare for it.
How to Lead an All-Hands After Delivering Bad News
on hbr.org
Leading a meeting to deliver bad news requires a careful balance between acknowledging the situation and allowing for a sense of optimism. Your words and tone can either provide comfort or increase stress. It’s important to find strategies that help you strike this balance. Additionally, avoid scheduling other meetings immediately after the all-hands meeting, and make sure to stay available for individual conversations. This article shows you how.
3 reasons you should tell your coworkers how much money you make
on www.fastcompany.com
Discussing money at work can be taboo. Here are reasons to consider it and strategies for how to approach the topic!
6 Mistakes Leaders Make When Announcing Layoffs
on hbr.org
Layoffs are trauma-inducing for an organization and its employees. When handled badly, some never fully recover. Leaders make six common mistakes when communicating layoffs: 1) They’re not transparent about the state of the business; 2) They’re not clear on the path forward; 3) They don’t get the tone right; 4) They don’t offer remaining employees the opportunity to ask questions; 5) They don’t bring middle management on board; and 6) They don’t show appreciation to departing employees.
The Right Way to Fire Someone
on hbr.org
You’ve decided it’s time to let the low performer on your team go. You’ve covered your bases in terms of documentation, and you’ve coordinated with HR. But now you have to have the dreaded conversation. What’s the best way to deliver the news? Who should be in the room with you? What do you say and not say? And how do you tell the rest of the team?
The Hidden Traps in Decision Making
on hbr.org
Bad decisions often stem from flawed decision-making processes, such as unclear alternatives, insufficient information, or inaccurate cost-benefit analysis. However, the issue can also lie in the decision maker's mindset. Get back to the article from 1998 discussing eight psychological traps that can impact business decisions. And learn how to overcome them. Make better decisions.
When Your Layoff Anxiety Won’t Go Away
on hbr.org
Excessive worry about job security is a common work-related anxiety. But sometimes, fears about losing a job go beyond the tangible anxieties of economic uncertainty; other times, they are related to deeper fears and insecurities in ourselves. A clinical psychologist at an anxiety specialty clinic outlines five common scenarios—insecurity, catastrophizing, need for certainty, perfectionism, and people-pleasing—and offers strategies for overcoming them and managing emotions.
When Picking a New CEO, Ask Them for a Growth Plan
on hbr.org
Corporate boards often rely on backward-looking data when selecting CEOs, leading to flawed decisions. To improve the selection process, boards should ask candidates to create a growth plan that outlines their vision for the company’s future, providing a structured and comparative look at their strategic thinking.
To Make Your Workplace Fairer, Take Charge of Its Norms
on hbr.org
You won't find workplace norms in the employee handbook, but they shape how things actually get done. From how promotions happen to how meetings are run, unspoken expectations influence behavior-and in uncertain times, clear norms matter more than ever. If you want a fairer culture, you need to help define what “normal” should be.
When You Are Asked to Meet Impossible Goals
on hbr.org
When change is a constant, employees are now experiencing five times more planned change initiatives than they did just a decade ago. Add unrealistic goals, and the result is predictable: disengagement, burnout, and a sharp decline in execution—in short, widespread change fatigue. Leaders who take on impossible goals don’t do it because they lack judgment—they do it because pushing back feels risky to them. The real leadership skill is not figuring out how to do it all; it’s knowing when and how to push back. That’s where strategic refusal comes in. Strategic refusal is a structured method to force prioritization and push back on unrealistic demands that jeopardize team productivity, morale, or well-being. The idea isn’t to avoid responsibility, but rather to protect the team, maintain long-term performance, and ensure sustainable outcomes—all while safeguarding your reputation.
Coordination Crisis in Modern Tech Work
on newsletter.eng-leadership.com
Over 50% reported spending 25–50% of their week on “work about work”. What is the root cause of it? How can we improve that? Can AI help? Do people managers help and what is the role of executives?
Get Clearer, More Actionable Feedback
on hbr.org
This article offers strategies and scripts you can use to get more specific, tactical direction from your manager. The better you get at translating feedback from abstract to actionable, the more effectively you can deliver results.
4 Styles of Coaching—and When to Use Them
on hbr.org
People often believe they’re coaching when they’re actually just giving instructions. So what is coaching and how do you get better at it? Effective coaching involves knowing when to ask questions and guide your employees and when to step back and let them own the decision-making. This framework helps leaders navigate their coaching style and understand the importance of adapting different coaching styles to varying situations and fostering employees’ self-sufficiency.
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