Photo by Aakash Dhage on Unsplash

We have different campaigns for different months of the year. One of the most famous ones is No-Shave November, a fundraising campaign that raises awareness and funds for cancer research. There are many others as well, such as:

• Autism Acceptance Month
• Mental Health Awareness Month
• HIV/AIDS Awareness Month

Today, I want to propose a new campaign: Dopamine Detox December — a month dedicated to reducing overstimulation and reclaiming attention.

Dopamine Matters

“Dopamine detox” is a popular phrase, but scientifically, dopamine isn’t something we can “flush out” or reduce directly. Dopamine is a neurotransmitter that plays a crucial role in motivation, reward, learning, and habit formation. It is always present in the brain.

The real issue is chronic overstimulation.

Modern digital environments — especially social media, fast-paced entertainment, constant notifications, and instant information — repeatedly trigger the brain’s reward system. Over time, this can lead to:

• Shorter attention spans
• Lower tolerance for boredom
• Difficulty concentrating on long-form content (books, deep work)
• Habitual checking behavior (scrolling without intention)
• Emotional fatigue and anxiety

Research in behavioral psychology and neuroscience suggests that frequent exposure to high-reward stimuli can reduce our sensitivity to lower-reward but meaningful activities (reading, exercising, long-term projects).

Dopamine Detox December is not about eliminating dopamine. It’s about reducing artificial reward spikes so the brain can rebalance and relearn how to enjoy slower, healthier activities.

How does it work?

During the month of December, we simply stop doing some things and do more of some other things.

What We Avoid in December

During the month of December, the idea is to reduce or pause the following:

• Social media: uninstall or sign out from all apps.
• News consumption: uninstall news apps and use browser/OS tools to limit access.
• Streaming content: limit TV or Netflix to a maximum of 30 minutes per day.
• Highly stimulating music: avoid energetic, high-dopamine tracks (normal or calm music is fine).
• Audio during walks: walking in silence improves mindfulness and reduces passive stimulation.
• Alcohol
• Smoking
• Junk food and sugary snacks

Each of these behaviors triggers fast, easy, and frequent dopamine responses. Taking a break helps reset your baseline.

What We Replace It With

Instead of passive or highly stimulating consumption, shift your energy toward:

• Walking and exercise: improves mood-regulating neurotransmitters and reduces stress.
• Reading books or listening to audiobooks: encourages deep focus.
• Helping your partner or family: builds social bonding and empathy.
• Cooking at home: especially whole, nutritious foods that stabilize mood and energy.
• Mindfulness or journaling: reduces cognitive noise and increases clarity.
• Creative activities: drawing, writing, coding personal projects, DIY, music practice.

These activities provide slower, more stable, and more meaningful dopamine patterns — the kind linked with long-term well-being.

What You Can Expect After One Month

After 30 days of reduced overstimulation, many people report:

• Improved concentration and ability to stay with tasks
• Lower anxiety and mental clutter
• Better sleep quality
• More enjoyment from simple activities
• Increased patience and emotional stability
• A reduced urge to check phones or apps
• Higher productivity and deeper work sessions

By the end of the month, your brain is more attuned to “normal” levels of reward again — which makes life feel calmer, more intentional, and more enjoyable.

Technical capabilities are important for any competent engineer or engineering manager. With strong technical skills, you can solve problems faster and stay on top of complex topics.

But being a manager is ultimately about soft skills: managing humans, resolving conflicts within a team, and providing growth opportunities.

One soft skill that people often underestimate is the ability to work effectively with different functions — especially with product managers. A strong engineering manager should not only work well with a highly skilled, experienced PM; they should also be able to collaborate productively with a junior, inconsistent, or less mature PM.

This adaptability is what separates effective managers from the rest. You don’t get to choose the skill level of your counterparts, but you can choose how well you work with them.

Cross-functional collaboration isn’t just a nice-to-have. It’s a core leadership skill. The more you can adapt your communication, expectations, and style to any product manager — regardless of their strengths or weaknesses — the more effective and productive your team will be.

News websites — and certain people — can make you worry about everything. The moment you open a news site or talk to them, you start feeling anxious about things far outside your control. Whether it’s new workplace rules or world events, many of these sources of information are unhelpful, if not harmful.

Of course, you can try to avoid such news or people. But there are three fundamental questions you can ask whenever you’re confronted with worrying information:

• Can I change it?
• Can I influence it?
• Can I control it?

This idea comes from the classic book The 7 Habits of Highly Effective People, where the author presents the famous Circle of Control framework:

Stephen Covey explains that there are many things in life we care about — politics, the economy, other people’s behavior, global events — but most of these lie outside our direct control. We might influence some of them slightly, but we cannot change them directly.

Covey also argues that the more time you spend worrying about things outside your control — like constantly checking the news — the more your Circle of Influence shrinks. Your attention gets pulled into areas where you have no power, leaving you with less energy, confidence, and focus for the things you can actually impact.

Covey’s main point is simple: We should not invest our time and energy in things we cannot influence or control.

Think less about things you cannot change, and more about things you can change or influence.

So, the next time you encounter bad news or a stressful situation, ask yourself:

• Can I control this?
• Can I influence it at all?

If the answer to either question is “yes,” then it’s worth your time and energy. If not, then it’s healthier to let it go and refocus on the things you can change — for example:

• Your health
• Your skills
• Your family
• Your mindset

Photo by Austin Distel on Unsplash

We, as managers, attend a lot of meetings every day. I’ve had days with more than ten meetings, most of which were titled something like “… All-Hands”, “… Alignment”, “… Sync”, or “… Weekly”.

While I was sitting in one of those meetings, a question came to mind: How much does this meeting cost for the company? So, I did a quick back-of-the-envelope calculation.

Disclaimer: The following analysis is purely illustrative. All salary figures are publicly available data from Levels.fyi and do not represent any confidential or internal company information. The example company (Amazon) is used only for reference, and the calculations are approximate.

Using Levels.fyi, I looked up the average salary for each role represented in the meeting. There were five Senior Software Engineer, one Senior Product Manager, two Engineering Managers, one Senior Data Analyst, and one Product Performance Manager. According to the site, here are the average salaries for each role at Amazon:

Job	Annual Salary	Hourly Salary
Senior Product Manager	~96,000€	~48€
Engineering Manager	~404,000€	~202€
Senior Data Analyst	~100,000€	~50€
Senior Software Engineer	~254,000€	~127€
Product Performance Manager	~90,000€	~45€

A bit of math revealed that a one-hour call costs around 700€.
If this meeting happens weekly — assuming 52 weeks a year and 5 cancellations — that’s 47 meetings per year. That’s roughly 34,000€ for this single recurring meeting. Mind-blowing, right?

Now, let’s take another example: an all-hands meeting held every other week. I won’t go into the same detailed breakdown, but assuming the average salary at Amazon is around 120,000€, a typical all-hands for a tribe or vertical of 120 people — held 25 times a year — would cost around 180,000€ annually!

And that’s just personnel costs — not counting licensing, assets, or other overheads.

Rethinking How We Meet

Meetings are important and part of our daily work. We need them to align and move forward effectively.
But the reason I wrote all of this is simple: when we’re aware of how expensive meetings really are, we’re more likely to think twice before scheduling one.

The following considerations might help:

• Maybe only a few people truly need to be there.
• Maybe this topic could be handled asynchronously.
• Do we really need a meeting?

Putting the cost of a meeting into perspective helps us be more intentional — and respectful — with everyone’s time and company resources.

Photo by Josiah Weaver on Unsplash

I’ve seen many people devote themselves completely to work. They stay late, constantly check messages, and let their jobs define their lives. Even outside working hours, their conversations and relationships often revolve around what they do for a living.

Unfortunately, society tends to praise this behavior. We call such people “always available” or say things like “You can always count on him — no matter if it’s 5 a.m. or 11 p.m., he’ll reply right away.”

But the truth is, we don’t live to work — we work to live. Work is a means to build a life, not the other way around. We work to earn enough to live well, to spend time with loved ones, to rest, to explore, and to grow beyond our professions.

So next time you find yourself answering messages late at night, pause for a moment and ask yourself: Am I living to work, or working to live?