📰 Dev.to · Jono Herrington

My first meeting at Converse was a 50-person standup. The scrum lead had every engineer type their...

A senior director told me projects went well when I was involved and struggled when I was not. I first heard it as a compliment. It was a signal that I had over

My diagnosis didn't magically improve my leadership. It handed me a framework for my reactions, less friction in cross-functional work, and a way to keep accoun

The team responded to the incident. Then the same issue hit the next release. Pager coverage worked. Leadership follow-through didn't.

Communication matters. When promotion systems reward confidence without delivery and delegation, you multiply titled performers before you multiply teams.

A high-drive engineer asked what it would take to grow. The gap was map-making, not motivation. Your 1:1 is where you either build that road or quietly train pe

Monday morning, one engineer was out on PTO and three separate workstreams were already blocked...

I was watching the head of architecture demo his team's AI setup when I realized we'd been solving the wrong problem. The style guide wasn't missing. It was inv

Everyone has worked with a Steve. Now AI is Steve. The lesson isn't about the tool ... it's about what we tolerate.

A senior engineer posted on Reddit recently about how it's almost like he's in grief. More than a decade of craft. The things he loved. And now it's all changin

AI is amplifying the technical debt you were already permitting. The slop in your codebase isn't a tool problem ... it's a permission problem.

We treat AI like a vending machine. Prompt in, code out. When it fails, we prompt harder. That's nonsensical.

Accountability means knowing why. When AI breaks something, there's no 'why' to interrogate. Until you define it.

Every productivity system I tried assumed my brain could be disciplined into submission. They were all solving the wrong problem.

The junior engineer sat across from me in a conference room that smelled like stale coffee and...