This resonates so hard. The tech industry’s obsession with LARPing roles in the public sphere has really hurt our ability to work with people who care and want to do the best work of their lives without distractions.

I think it’s unlikely the industry will get much better at identifying and evaluating candidates anytime soon. And so I’m sure we’ll continue to see posts about the importance of your LinkedIn profile, or your GitHub, or your passion project. But you neglect at your peril the engineers who are working nine-to-five days at boring companies.

Source: The illegible nature of software development talent →

Here’s some research about professional success that I wasn’t aware of before, but this totally tracks with what I’ve observed in my career:

In fact, studies consistently find that traits such as conscientiousness (the quality of being dependable and disciplined), emotional stability or agreeableness have a stronger link with professional success, relationship durability and longevity than the links between those outcomes and someone’s intelligence or socio-economic background.

Now here’s the problem…

All this makes it disconcerting that levels of conscientiousness in the population appear to be in decline. Extending a pioneering 2022 US study which identified early signs of a drop during the pandemic, I found a sustained erosion of conscientiousness, with the fall especially pronounced among young adults.

Digging deeper into the data, which comes from the Understanding America Study, we can see that people in their twenties and thirties in particular report feeling increasingly easily distracted and careless, less tenacious and less likely to make and deliver on commitments.

Source: The troubling decline in conscientiousness →

This is some really interesting data.

In a new paper, several Stanford economists studied payroll data from the private company ADP, which covers millions of workers, through mid-2025. They found that young workers aged 22-25 in “highly AI-exposed” jobs, such as software developers and customer service agents, experienced a 13 percent decline in employment since the advent of ChatGPT. Notably, the economists found that older workers and less-exposed jobs, such as home health aides, saw steady or rising employment. “There’s a clear, evident change when you specifically look at young workers who are highly exposed to AI,” Stanford economist Erik Brynjolfsson, who wrote the paper with Bharat Chandar and Ruyu Chen, told the Wall Street Journal.

Source: The Evidence That AI Is Destroying Jobs For Young People Just Got Stronger →

There are a lot of these “how to beat the AI cookie monster” posts out there right now, but this one by Benjamin Todd is well-researched and articulated, with lots of practical examples on how to do the one thing that we all need to do anyway: keep learning.

I break this down into four key categories of skills likely to increase in value:

1. Hard for AI: data poor, messy, long-horizon tasks where a person-in-the-loop is wanted
2. Needed for deploying AI: the skills of organising and auditing AI systems, as well as those used in complementary industries such as data centre construction
3. Used to make things the world could use far more of: skills that contribute to improved healthcare, housing, research, luxury goods, etc. – things which people want more of as they get better and cheaper
4. Hard for others to learn: rare expertise that matches your unique strengths

Source: How not to lose your job to AI →

Some real talk here about the nature of work, and what’s important:

Good work should do at least one of these things: fund the life you actually want to live, align with values you can defend at dinner parties, surround you with people who challenge you to grow, or teach you skills that compound like interest over decades. Great work does several of these at once. But work doesn’t have to feel like play, and you sure as hell don’t have to love every minute of it.

Source: Why are we lying to young people about work? →

Elena Verna has some really good tips for ramping up in a new job in this post:

If you over-index on action, you’ll likely misfire because you’re missing context. But if you over-index on just learning, you’ll create anxiety and unmet expectations around you. It’s a tough balance to strike. Assuming you are learning at max velocity, here is how I deal with ‘take action’ part: start with protecting what’s already working, move onto quick wins, go after big bets, and finish with the strategy.

I am inclined to move the strategy piece up (see my post about product strategy) and work on that before “big bets” so that you can build confidence that you know what the product is, who the users are, and how it makes money. Small quibbles about the order of things aside, I agree with all the details!

Source: Here is how I approach starting a new job →

Great advice here for new managers in this wild time we find ourselves in. In general:

Whereas the previous focus of managers was to rapidly hire and scale their teams, today’s focus is on expanding impact. This is because in today’s macroeconomic environment, output is key. In the eyes of a 2025 company, the more that you can do with fewer people, the better. There are very few additional people to go around, so the focus is on how you can help your team do more with less.

James focuses specifically on EMs, but the advice definitely applies to PMs too, so check out his post if this is you!

→ New advice for aspiring managers

If you’re currently in the job market I highly recommend this post by Will Larson:

If you pull all those things together, you’re essentially in a market where profit and pace are fixed, and you have to figure out how you personally want to optimize between people, prestige and learning. Whereas a few years ago, I think these variables were much more decoupled, that is not what I hear from folks today, even if their jobs were quite cozy a few years ago.

It’s a sobering—and imo necessary—read, even for folks who are not currently look for a new job.

I agree with Elle Griffin that Social Development > Self-Development:

This might sound obvious, but I think we live in an era of “secure your own oxygen mask before helping others,” and while that might be a helpful mantra for airplanes I think many of us don’t seem to recognize when we are already wearing oxygen masks. We don’t need to keep adding even more oxygen to ourselves, we need to start directing our attention to others. We need to focus less on self-development and more on social development.

Elle goes into wonderful detail about what this means at a practical level—highly recommended post. Also worth noting no one is saying self-development is bad. It should just be a balance:

Those who participate in self-development and self-care in a healthy way, and for the benefit of themselves and their communities, are not the subject of this essay. But in excess, self-development can create a world of self-interested individuals and that’s what I’m up against here. I’m against the continual process of self-betterment at the expense of community-betterment. I’m against participating in too much theory and not enough action. We can focus on being more loving and more empathetic and more compassionate all we like but we won’t actually be any of those things unless we do something to help our families, our close communities, and even the world at large.

I thought about that piece as I was reading Mandy Brown’s What is your work now?

When talking to people about their work, one question I often ask is, “what is your work now?” Not what is your job or career, but what is your work. Jobs and careers are, at best, the means by which we get our work done while also keeping a roof over our heads; but our work is always bigger than that. Our work is not only what we deliver for a boss or an organization, not only the metrics we’re unjustly measured on or the revenue targets we’re held to, but all the change we make in the world, all the ways we we use our unique gifts to contribute to a living world, to our own liberation and to the liberation of every living being around us. This is the work that rarely shows up on a job description but we can never let go of, the work we yearn for even when we’re tired, the work we grieve when we’re cleaved from it.

The key here being, “all the ways we use our unique gifts to contribute to a living world, to our own liberation and to the liberation of every living being around us.” It feels like this is a good time to think about what our jobs are for. What do we work for?

I know that for me, my job is about shipping value to customers, but for the last few years my work has been to show engineers what good product management looks like, and that we can move mountains if we partner together well. Suddenly that feels like too low of a bar though, so… time to revisit!