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?
What five options do you have when your deliverable is late? How do you rebuild trust with stakeholders?
Why should you bother taking an employee poll? How do you best use ratings and comments to keep what you like and improve what you don’t?
What way can teams get into trouble? How do you resolve issues and sustain high-performing teams?
Why do writing more code and working more hours fall short of delivering more value? What should engineers be doing?
Which software terms are so offensive that we should change them? How do you choose a good alternative to an offensive term?
What are the common mistakes when switching to DevOps? How can your team smoothly transition to DevOps?
How can good communication save you grief? What does a communication plan look like for rollouts, reorgs, and outages?
When is being lazy advantageous? Why not always jump into problems, work and team assignments, and new projects?