When leading a diverse team, you can’t manage everyone the same way. Depending on their skills, experience and work styles, some people may need more managerial care for them to thrive at their jobs.

When people can identify themselves in all their interactions with each other, it reflects a high psychological safety. But just like a failing test can be invaluable in coding, you need the test of “anonymous contributions allowed” to test if your psychological safety is indeed as high as you’d like it to be.

The world of work has a toxic masculinity bias. In this post I share some thoughts about such biases.

To invite diverse views in an open discussion, psychological safety is essential. In this article I want to tell you how anonymity can help create that safety.

The agile manifesto claims that the best way of communicating in a team, is face-to-face. Does that claim hold up to scrutiny? 21 years after the manifesto came to life, have technology, the nature of our projects and our ways of organising and working taught us something different? I explore all these questions and more.

As a manager or a leader in any tech firm today, I imagine you have a DEI agenda. Your people’s ability to work asynchronously can be a powerful tool to not just further that agenda, but also to differentiate you as a progressive leader.

In today’s post, I want to share a few notes about diversity and a few more about inclusion. I expect these perspectives will help you shape your organisation’s culture and eventual competitive advantage, starting of course with the people you influence.