The news is full of this idea of “quiet quitting.” That’s where people do just what the job requires and not more. Well, I have a contrarian view: Why do managers think it’s okay to ask people to do more? What is it about “more” that managers want? In Practical Ways to Lead and Serve […]
We’re pretty good at knowing when someone is a good fit for a technical role. But how do we know when someone is ready for technical leadership or management? That’s a lot more difficult, and that’s because leadership or management—at any level—is a different job than working in the technology. Here are some ideas based
A project portfolio manager contacted me via LinkedIn. The question: How can this portfolio team start to manage the project portfolio when the organization has 600 projects? Right now, the portfolio team is supposed to read the status decks for each of those 600, to understand each project’s status. How to start? That’s an impossible
Fred, a client, asked how I could help him get more work out of his resources. I asked if he meant people. He said yes. So I asked if he focused more on what each person did or if he focused on the team’s work. “Each person.” I smiled and said, “I have a deal
Too often, managers support training for everyone except themselves. However, since managers create and refine the culture, management training has an exceptional return for the time and money you invest. These three workshops, based on my Modern Management Made Easy books, will support your practice of management so you can be more effective. I recommend
Acme’s project portfolio team was stuck. Three months ago, they’d funded five experimental projects at $150k each. The portfolio team hoped those projects might offer the organization new customers and revenue streams. Now, the project teams reported several concerns: The technology was more complex than anyone had expected. Instead of the teams’ typical 2-4 days
A senior manager said, “We give our resources everything they could need: technology, tools, even some training. Why are they so slow?” I asked, “How many projects are they working on?” “Each resource has at least two projects so they stay productive and efficient.” These managers have created a resource efficiency culture, not a flow
Before the pandemic, Jenny, the VP of Engineering, insisted that the engineering staff needed to work in the Boston area. She expected that people would mostly work in the office, and they did. However, during the pandemic, Jenny changed her mind. She said that as long as teams had sufficient hours of overlap, she didn’t
Dan, a VP, knows he needs more people to get the work done. Suzanne, one of the directors, starts to hire and realizes she has several problems. First, their salary bands are too low—candidates want more money. In addition, the people want to collaborate more than the existing people seem to. She meets with Dan
The Acme Corp senior leadership team is thrilled that they can bring people back to the office. That team decided that everyone would be back in the office on Mondays and Thursdays. Why Mondays and Thursdays? The senior leaders could make those days work with their schedules. They rolled this decision out to the rest