We’re in the last stretch of finishing Behind Closed Doors, and now we’re fixing/regenerating pictures. When Esther and I made the pictures originally, we wrote them on flip charts and took pictures of them. (We were talking about information on flip charts — made sense to us.) Well, it turns out the pictures are
I have an article on Computerworld.com, Three Tips to Managing Across the Globe. Please leave comments here (because you can’t leave comments there.)
Auren Hoffman has an intriguing post, It is too risky not to take a risk, suggesting that people take what appears to be the “risky” job rather than the safe job.I see it differently. I don’t see jobs as risks, but as opportunities. I tried to select my jobs based on where I would learn
During a recent workshop, one of the hiring managers asked, “How do we attract people to unattractive jobs, such as contract or temporary positions?” The first thing is to change your mindset. This job might be unattractive to you, but it’s bound to be attractive to other people. This job is an opportunity to some
In the past few months, I’ve been teaching a variety of project management and hiring workshops. And (surprisingly to me), we’ve had discussions about whether someone is a manager or a lead. Some organizations have an aversion to calling people “managers.” Instead, they call them “leads.” One organization called their project managers “people lead.”
If you haven’t yet read Why We Hate HR, it’s time. The main points of the article are: HR should help find the best hires HR should nurture the stars HR should foster a productive work environment Keith Hammonds, the author, says HR should be joined to business strategy at the hip. Ahem. I disagree.
I don’t know how many managers tend to be extraverts (in the Meyers-Briggs sense of the word), but I suspect more managers tend to be more extraverted than introverted. If you’re not sure which one you are, ask yourself this question: Do you need to speak in order to think (extravert) or to think before
Technical people and their managers get caught in this myth all the time. And there’s a good reason for it. For the first few years of a technical person’s career — in fact until the person moves into management — each technical person is evaluated on their technical skills. When a star technical person moves
The full title of this management myth is: “If I just do a great job, the organization will run like a well-oiled machine.” Nothing like setting yourself up for failure, eh? Let’s unpack this myth. First, organizations are made up of people. And, let’s assume that they all come to work wanting to do a
I remember when I became a manager, I wished that I could be injected with everything I needed to know. For the first few years, when I thought I should be omnipotent, I’d come home and whine (sorry, but that’s what I was doing) to Mark. I finally realized that I needed training — even