The Boston area still isn’t over the Red Sox loss last week, and one good thing to arise from their loss is a discussion of management decisions. In A cautionary tale: management counts, Douglas Eisenhart says “If you think management doesn’t have an impact on a team’s performance, think again.” Eisenhart then discusses Grady […]
Last week at the Software Development conference, I met a software director. His group, a total of about 30-40 people (I’ve forgotten the exact number) is responsible for all the software his company produces. He has two managers managing those folks. He’s busy, so although he requests that his managers have one-on-ones with their staff,
First read Esther’s entry about the Secrets of Motivation for some great pointers on not demotivating people. If you’re having a cynical day or need a chuckle go to Despair.com. At dinner last night, some friends were talking about motivational posters — and we all laughed. One colleague told me about these sarcastic motivational
Earlier this week, I was at the Rational User Conference. I was part of a dynamic panel, “The People Factor: Experts Weigh In On The Soft Side of Software.” One question was about how technical managers or project managers have to be. Murray Cantor, one of the other panelists, summed it up this way:
Every so often, I hear managers say things they vowed they’d never say when they were technical contributors. (Yeah, parents do that too, but that’s not the topic today 🙂 Here are a few of my favorites with their translations: “We have expertise in that area.” Translation: We have no idea what you’re talking about,
Last night at dinner, a friend said, “They love us. We’re only 4.8 FTEs, and (the rest of the organization) thinks we do the work of 6 people.” Guess what? There are 6 people. Not all of them work full time, which is why there are only 4.8 FTE (full time equivalents) for the
Steve Smith commented on yesterday’s post, “I think managers have a tough job, especially middle managers. I think that middle managers who are respectful to their employees but choose to execute to abide with their management team’s decision are acting in a dignified manner.” Steve is right, and it’s not always easy to balance
Steve Smith challenged me in a comment to the cowardly layoff/no feedback posting: “What would you have done if you were the manager who layed off these people?” I’ve written about layoffs in a previous Software Development column, but let me address the specific problem Steve described: The manager needs the paycheck. The manager (or
In the last two weeks, four different colleagues have found themselves suddenly unemployed, all for the same reason, “You didn’t do what we expected you to. Since your performance is inadequate, we’re firing you.” My colleagues and I were surprised. Three of the four people received raises and good-to-great performance evaluations in the last
I’ve been thinking a lot about some of my clients’ problems managing their projects. Two of my clients are stuck on the notion that there is a silver bullet, one right way to solve their problem. Then I read Steve Norrie’s blog entry this morning, and saw this quote: “Nothing is more dangerous than an