Given the uncertainty in the current market (hiring freezes, layoffs, etc), I’m sharing this not so typical link released by Sequoia Capital (@sequoia) which they generously shared with their founders. Reading these will give all leaders a better understanding of the business landscape and context as well as very practical advice on four areas: adapting to endure, leading in uncertain times, extending your runway and forecasting and scenario planning.

This long read comes from Senior Staff Engineering Manager, Addy Osmani (@addyosmani), who reflects on 10 years working on Google Chrome. There’s a good table of contents as an overview of the advice and one worth bookmarking.

Senior EM, John Hartley (@johnbhartley), looks at three common struggles leaders have when promoting people and what you can do about it.

Omer Yoachimik (@OmerYoahimik) discloses how the folks over at Cloudflare automatically detected and mitigated a 26 million request per second DDoS attack — the largest HTTPS DDoS attack on record.🫣. I found it interesting the source was hijacked VMs and servers.

One of the main reasons I love using Firefox (@firefox) as my default browser (you should too!) is they prioritise user privacy. I love their container features (thanks FB) for separate sessions and now they have a similar idea for cookies. Read more about this fantastic feature and how it works.

Andrew Orr (@andrewornot) provides a detailed breakdown from one of the recent WWDC2022 that could provide a user benefit for all. What I like about this article is that it explains how Private Access Tokens (PATs) work and that they are trying to make it a web standard too! 🎉

Textio (@textio) has found strong patterns of inequity in job performance feedback from over 25,000 people. This new data reveals major demographic biases by gender, race, and age. Such example points include:

Ben Northrop (@ben_j_northrop) explores why managers and team members often fall into the trap of context switching. I find this is particularly true for those who haven’t studied the origins of agile/lean (limit work in progress people!). One other big reason I think he’s missed out on is that people are generally bad at saying no (bonus article for that)

This was a fun read by Ian Miell (@ianmiell) which starts off with a great story connecting good leadership behaviours and how organisations think about work (as a set of cookie-cutter work, or the complex dynamic adaptive system software that it is).