Building strong engineering teams is framed as a composition problem rather than a ranking problem. Instead of asking who the strongest individual engineer is, leaders should ask what capabilities a team actually needs, referencing a shift toward capability-led talent models. The piece uses examples like a fast shipper versus a force-multiplying engineer, and a single point of failure engineer, to argue that hiring and promotion decisions should target missing capabilities and reduce risky dependencies, while still maintaining a real performance bar and accountability.
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