My most recent management myth is up on Techwell, Management Myth #8: I Can Still Do Significant Technical Work. I see managers catch themselves in this one all the time. Maybe you do too. Maybe you disagree with me. Comment over there, please. BTW, This article is a partial attempt to answer the question, “How […]
I caught up with Fred, a friend of longstanding, just before what I thought would be his normal two- to three-week vacation in August. “Where are you going this year, Fred? Are you bicycling or white water rafting? Or something else exciting? I can’t wait to live vicariously through you again!” “I’m not going anywhere
If you are planning a vacation, read my next management myth, Management Myth #7: I Am too Valuable to Take a Vacation. It doesn’t matter where you are in the organization, you need to take a vacation. And, you need to totally remove yourself from the day-to-day grind when you do. Read it.
Rothman Consulting Group, Inc. Vol 8, #6: Plan Now for Your Next Time Out of the Office Sept 7, 2011 In This Issue: Plan Now for Your Next Time Out of the Office Johanna’s Speaking Calendar New to the Pragmatic Manager? Plan Now for Your Next Time Out of the Office I met with a
I recently spoke with a colleague who’s a little confused. John was just promoted to being the development manager in a small organization. He’s used to doing lots of work—whatever needs to be done, he does. Now, he’s managing 6 developers in an organization that’s trying to move to agile. No, they haven’t had any
by Johanna Rothman. This article was originally published in Software Development, January 2003. When the avalanche of work piles up past your eyebrows, sending for a St. Bernard won’t help. Ask yourself six crucial questions—and use the answers to dig out of trouble. Part 1 of 2. Raul, a CIO, arrives at work at 7:45. Between
by Johanna Rothman. This article was originally published in Software Development Magazine, February 2002. Sometimes, multitasking runs amok. If you’re suffocating under piles of paperwork or controlling your staff’s every action, you need help: Learn to delegate duties and regain your focus as a manager. Once you’ve made the transition from engineer to technical lead,