Candost's Blog

Candost's Blog

Candost

I used to think that reading would make me wise. One day, ten pages before finishing a book, I realized that I had read that same book before. At that point, my perspective on reading and, therefore, my life had changed. Now, I don’t care how many books I read; I take many notes, connect dots, and share what I’ve found on my blog and newsletter. I’m interested in many things at the same time (I’m a multipotentialite). On this blog, you’ll find me talking to about multiple aspects of life like leadership, software engineering, philosophy, psychology, software architecture & design, urban & industrial design, exercising, finance, Formula1 Racing, eating healthy, and many more. I’m a software engineering manager; that’s my current job. At home, I’m a writer and an avid reader. I rarely watch TV, movies or TV series. I don’t have any social media account (except Mastodon where I have automated posting of my new articles). Hence, I often miss the popular culture references in conversations. That’s alright. I don’t have FOMO; I embrace JOMO. I rarely read fictional books.

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Three levels (outcome, process, identity) of change define our success in changing habits. These are like onion layers. Changing outcomes is the outer layer, such as losing weight. Changing processes is the middle layer, such as the...
Most of the time, we try to change our habits, starting with outcomes. We focus on what we want to achieve. However, if we reverse our view and focus on who we want to become, we see real change. For example, when we want to quit...
There is a sweet spot in optimizing for quality. The further you try to maximize something, the less benefit you get. At some point, the quality becomes useless and only serves as an art piece. This applies to many things, such as...
We make decisions to make the team work efficiently and in harmony. Sometimes these decisions come from the top of the hierarchy, and sometimes not. The team lead or manager takes responsibility for the implementation. However, most of...
The first thing is people. Build trust and understand how to communicate and clear out expectations. Be organized. If you promised something, you need to deliver it. Take responsibility for your actions. Source(s): My Previous Manager...
What to do, especially when you don't know the domain and the tech stack? Building trust is tricky, but you might have an advantage. If you don't know the tech stack and the domain very well, you should not give suggestions immediately....
The very first rule of building trust as a leader; do what you say, say what you do. Build authenticity. When you act differently than what you talk about, the people you are leading get confused. Confusion leads to frustration and...
Be honest and admit when you don't know. Accept that the team consists of experts who know the work better than you. As long as they see that you are trying to get better at what you do and you're being empathetic towards the team you're...
Understand what kind of trust the person wants to build. If the person needs more "personal relationship," ask them how their kids or cats are doing. If they are more inclined to task-based trust, care about their goals, what is...
If you want to give ownership, don't just preach and hope for the best. Implement mechanisms that will support ownership. People should be able to use these mechanisms to own their domain. Source(s): Turn the Ship Around; Reply via email...
To be able to give someone autonomy and ownership, the person has to have the necessary technical capability. If they lack the skills, they will make wrong calls/judgments. Seeing training as increasing decision-making authority is a...
Meetings with managers are crucial for career development. We keep one shared document to prepare one-on-ones better. We fill this document during the week. Everyone writes down what they have in mind so we don't forget anything. We list...
Giving ownership to people and delegating the work is one of the greatest ways to empower people. I've grown in my career because my managers gave me the job and empowered me by making me the owner of the initiative, project, or piece of...
There are people who always say I should've/could've/would've done this and didn't; it is all on me. If you are leading a person like this, as Sheela Heen calls them, blame absorbers, you have to take precautions. Otherwise, it leads to...
Sharing status updates doesn't mean the team is collaborating. We need to organize our meetings to both communicate and collaborate. There can be certain meetings where we only communicate (such as daily stand-ups), but there must be...

April 2026

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