Tuesday, January 18, 2011 at 4:55PM in greatness, leadership Here’s what is different about the path to greatness, as opposed to the treadmill of mere goodness.
leadership, teamwork Tuesday, January 18, 2011 at 4:55PM in leadership Here is a checklist of indicators that you are on that tragic treadmill…on the hard path to something good, rather than the joyful path to something great.
leadership, management, software Tuesday, January 18, 2011 at 4:49PM in greatness Why haven’t I been posting? Well, just between you and I, I’ve been working on a start-up, and much of my noticing, understanding, and critiquing of what I see in the industry is now through that lens.
blogging, leadership Wednesday, December 1, 2010 at 9:48AM in architecture, leadership Software Architects I know advise that architecture is more of a communication challenge than a technical challenge.
design, leadership Wednesday, November 17, 2010 at 11:52AM in leadership The top ten list of characteristic phrases used to justify inclusion of a feature, which are often flimsy, worrisome, and downright dangerous. There’s also some guidance for how to deal with each situation.
leadership, management, prioritization Monday, August 9, 2010 at 2:55PM in leadership, software industry How to have meetings that don't suck.
leadership, meetings Monday, August 2, 2010 at 1:37PM in leadership What if two camps vehemently disagree on an item of architecture or implementation and can't get through it. How would I deal with this, if I were THE BOSS.
development, leadership, software Tuesday, July 6, 2010 at 5:53PM in leadership The differences between traditional and high-performance teams (HPTs) are immense. These differences represent a 180-degree change in culture and belief sets. Once people have experienced working on a high performance team, they will go to incredible lengths to recreate that situation for themselves. Many experience it as the difference between joy and misery.
leadership, teamwork Tuesday, July 6, 2010 at 5:27PM in leadership These are the things that I (and everyone) need from our work environment (including the people around us): Support: The resources, authority, and external validation necessary to enable me to get the job done. Structure: Definition of what, when, who and how that constrain (and therefore guide) me in getting my job done. Challenge: Some amount of newness, unknowness, and audaciousness that makes this edgy for me.
leadership, management, teamwork