Leadership rarely feels heavy because of big decisions.
It feels heavy because of the invisible work that never gets written down, tracked, or acknowledged.
This is about naming that work and giving it structure.
Return-to-office policies are often framed as collaboration fixes. In practice, they usually signal something else: unclear outcomes, weak measurement, and a quiet shift of cost from companies to employees.
Leadership has no compiler. Decisions take months to play out, and your memory will lie to you in the meantime. If you want to get better, you need a feedback loop that leadership doesn’t give you by default.
Networking feels gross because most of it is transactional. The best opportunities don’t come from strangers. They come from people who actually like you.
Most leadership work does not look like leadership while you are doing it. This piece explores the quiet, often invisible responsibilities that define technical leadership long before outcomes become visible.
