In the world of collaborative teams, we love the idea of distributed ownership. It sounds fair, empowering, scalable. And it often is.

As an engineering manager and leader, the hardest part of my job has always been performance management. Giving and receiving feedback is never easy, but it’s also not just about feelings or hard conversations. There’s a huge monetary aspect to it. Companies spend millions every year on exit packages and terminations, often within the first year of a new hire.

Before I ever read The Daily Stoic, I had already spent time with the original works-Seneca, Epictetus, Marcus Aurelius. I loved them. But I always felt like something was missing: a version that brought it all together. A single place where the ideas were accessible, organized, and felt close to the world I live in.

In one of my previous posts, I talked about performance quantification for IC engineers, and recently I’ve been thinking about whether we can map the same framework (or way of thinking?) to quantify engineering managers’ performance. Quantifying performance is always hard, and it is especially hard for engineering managers.

Not every project will succeed. I know that. But when one drags for months, drains motivation, and ends in a dead stop - it still stings.