Leaders today are not just expected to make decisions but to empower their teams to make them.

Here are three critical steps to build a culture where teams feel empowered to make decisions:
1. Psychological Safety: leaders must create an environment where it's okay to experiment, fail, and learn.
2. Boundaries and Expectations: teams need to understand the parameters within which they can operate autonomously and where they may need additional input.
3. Resources and Information: empowering teams means giving them the tools, data, and context they need to make informed decisions.

"Это доверие не создается за одну ночь; оно требует целенаправленных усилий.

Focusing on a tech strategy makes sense only you’ve settled for having R&D act purely as a delivery vehicle for the company’s decisions.
You get a roadmap handed to you; you provide what you committed to. Great success!(?)
What happened to striving to use R&D as an innovation center and a force driving the entire company forward, not merely a bunch of orders takers and an overly expensive Jira-resolving-machine?

Instead, technology ought to take a central role in the company’s strategy—the real one. Just because you’ve implemented something in software doesn’t necessarily mean there’s a “moat” or a strategic differentiator.

1. Distributed Systems
2. Implementing Domain-Driven Design
3. Balancing Coupling in Software Design
4. Chaos Engineering: System Resiliency in Practice
5. Systems Performance: Enterprise and the Cloud
6. Designing Distributed Systems: Patterns and Paradigms for Scalable, Reliable Services
7. Release It!
8. Enterprise Integration Patterns
9. The Art of Scalability
10. Building Multi-tenant SaaS Architectures: Principles and Best Practices
11. Building Secure & Reliable Systems
12. Scalability Rules: 50 Principles for Scaling Web Sites and Applications

99% of management is doing uncomfortable stuff every day: pushing people to do a little better, pushing yourself to be a bit better, resolving conflict, giving feedback.
As a manager, your literal value add is what you do to make people and teams perform better than they would have without you there.

Your job is to change behavior.

This can’t be a job you do once a quarter. Many managers dream of big inspired moments of super high leverage decisions that make their whole year. Management is simply not that job. Management is the accumulation of daily nudges, assistance, enablement, help, and toil.

Management happens every day.

reinforce accountability via your company’s reward system.
It’s critical that people who consistently don’t perform are managed out, and people who consistently perform well are rewarded. This sets the foundation for all other elements of accountability and gives the system teeth