What are the warning signs that tell you when you’re off track? How do you stay in your manager’s good graces?
An opinion column for developers. Brutally honest, no pulled punches.
What are the warning signs that tell you when you’re off track? How do you stay in your manager’s good graces?
How do you reduce middle managers without harming productivity or employee development? Which middle managers should you keep?
Why do short clear SLAs improve your services, customer satisfaction, and life? How do you write and use an effective SLA?
How do you gain the confidence needed for a promotion as you undertake unfamiliar next-level work? How do you win over your manager and other decision-makers?
How should you feel about the annual rewards you received? What should you expect?
How do you improve your chances of success? Why consider luck when evaluating people and situations?
When a project has multiple leaders, how do you quickly make aligned decisions that stick? Who has final say without abusing that power?
How do you pay off technical debt before a catastrophic failure? How do you convince management to invest the time?
As a middle manager, how do you create a plan in a week that pleases the management chain above you (and partners), the staff below you (including multiple teams), and your own desires for influence and impact? When are three plans better than one?
How do you drive cross-org initiatives successfully without leaving a trail of resentment? What is the hidden power of the initiative driver?