Matt Heusser has a great column over at Stickyminds this week. Take a look at A Long View of the ‘Short’ Technology Career. If you are an older job searcher, and you are looking for a job, one thing you might do is look for a technical job. That’s what I suggest in Manage Your […]
I have another management myth posted on Stickyminds. This one is about training. “Management Myth #9: We Have No Time for Training” is up on the site. Now, I have to admit, that when I was a new manager, I fell for this myth. Oh, I knew enough to make sure that we had lunch-and-learns.
One of the biggest management myths is, “I must treat everyone the same way.” In our organizations, we have career ladders that try to fit us into “ticky-tacky” boxes for promotion, assume that everyone brainstorms the same way, and that everyone likes the same kind of projects. Nothing could be further from the truth. Everyone
As organizations have transitioned to agile projects and programs, what happens to the managers? Do we need managers any more? If so, what good would they do? Yes, we need managers. And in a truly agile organization, where the managers are freed from the day-to-day tactical project tasks, we need them more than ever as
Summary: If you’re a test manager–or any sort of manager, for that matter–in a company that’s transitioning to agile, you might be curious about where you stand in the new environment. Many of the traditional management roles are gone, but managers still have their place. As Johanna Rothman explains, it’s time to think about coaching,
Andy Lester has written a great book about finding a job you love in any market. He thinks it’s just for technical people, but he’s wrong. It’s for anyone who wants to find a job that he or she can love. The first section is all about preparing to interview: knowing what you want in
A reader was reading Characteristics of Great Project Managers and asked, “Do you feel that to be a great Project Manager one need not know completely about the technology involved?” No. Project managers need to understand enough about the technology so that they can make tradeoff decisions (or help product owners make tradeoff decisions) about
I was talking to a relatively young developer the other day, and I asked him about his career plans. “Oh, I don’t do career planning myself,” he said. “I wait until my manager talks to me.” Oops. While it’s true that some managers are interested in and want to coach you through your career planning,
© 2005 Johanna Rothman. This article was originally published on Computerworld.com There’s some good news in this year’s salary survey. Salaries are up (a little), bonuses are up (a little) and the effects of layoffs, hiring freezes and outsourcing are all down — a little. And training budgets look as if they may be coming
I’m always amazed at the number of people who take a job because it’s steady employment, or don’t choose to leave a job when they’re no longer learning. Eric Sink’s Career Calculus is an excellent essay on the value and necessity of continuing to learn throughout your career. He lumps all learning together. I think