leadership
Articles
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Management Myth #4: I Don't Need One-on-Ones One-on-ones aren’t for status reports. They aren’t just for knowing all the projects. They are for feedback and coaching, and meta-feedback and meta-coaching, and for fine-tuning the organization. If you are a manager and you aren’t using one-on-ones, you are not using the most important management tool you have. |
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Good Architecture, Good Leadership Software architects have the unique ability to provide leadership using skills gained in this role. Drawing on Kouzes and Posner's The Leadership Challenge, Patrick Bailey examines five practices that can be leveraged by the aspiring architect-as-leader. |
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Management Myth #3: We Must Treat Everyone the Same Way One of the biggest management myths is, “I must treat everyone the same way.” Nothing could be further from the truth. Everyone has different goals for their career, and those change over the course of a career. |
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Management Myth #2: Only ‘The Expert’ Can Perform This Work How many times have you seen this in your projects: You need something specific done such as a new database, or a specific user interface designed, or you need a release engineer, or a user interface designer, or a part of the system tested and the normal person who does that work is not available? What happens on your project? Does it wait until The Expert is available? |
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Management Myth #1: The Myth of 100% Utilization Too many managers believe in the myth of 100% utilization—the belief that every single technical person must be fully utilized every single minute of every single day. The problem with this myth is that there is no time for innovation, no time for serendipitous thinking, no time for exploration, and it often leads to a less successful organization. |
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Agile Leadership for Mid-Managers Len Whitmore explores how the growth of agile changes the roles, responsibilities, and titles of mid-managers more so than any other management group, because agile practices require more leadership and less of what is considered traditional management techniques. |
Len Whitmore
December 28, 2011 |
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Leadership, Management, Transitioning to Agile Johanna Rothman has worked with several management teams who want her to train them or their project managers to take over the agile training. While on the surface this doesn't seem an unreasonable request, when one considers the self-managing, self-organizing nature of an agile team, the incongruity of this thinking begins to shine through. |
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How to Manage the Hurly-Burly Hubbub of Change Giving yourself, and your team, the necessary time to adapt to and move on from change is the healthiest way to make sure that everyone is back on the same page in a timely manner. Learn how to avoid prolonging the necessary time to "heal" by minimizing turbulence. |
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From Red Tape to No Tape: Organizational Misalignment with Agile Values Charles Suscheck writes that if you’re in an organization that has signs of post-industrial orientation, now is a good time to take a fresh look at your organization’s underlying (and often oblique) belief system. |
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Personality Factors That Influence Core Build and Release Management Practices Leslie Sachs discusses the key people skills essential to appreciating how and which personality factors most impact one's ability to successfully implement core build and release management practices. |
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