Public Speaking Myth Five: Shy People Cannot Be Effective Speakers Anyone can be shy. Shy people tend to be more reserved and more reluctant to share their ideas in public. Yet, those reasons are why shy people can be effective public speakers. That’s often because shy people purposefully curate their ideas. They clarify their thoughts. […]
There is another pernicious myth about public speaking: that exposure is enough compensation. That myth ignores the value the speaker offers. Imagine this scenario: a large, multinational company or a famous conference asks you to speak. You feel flattered and warm all over. You have exactly the right presentation for their audience. Then you ask:
This is Johanna Rothman’s September 2025 Pragmatic Manager newsletter. The Unsubscribe link is at the bottom of this email. Humans excel at seeing problem signals—the signs that we have a problem. However, we often have blind spots about the root causes of those problems. Our beliefs and/or insufficient or irrelevant data reinforce those blind spots.
Does your team have an overarching goal for its work—a product vision? Too many teams do not. The whole point of a project is to deliver a useful product that satisfies its customers. I like to think about projects as a container of some product value. That means that a given release does not need
I’ve been quieter than usual on all the socials and in my writing because I’m deep into finishing the Effective Public Speaking book. (I’m proofing that book today.) That’s because I’m stuck between the tension of finishing this project and starting a new project. I love starting projects. Once I decide to start a project
Is your team ever surprised by how long things take? Do you hear things such as: Team members say, “I’ve been waiting for code review for more than 2 days.” (See Measure Cycle Time, Not Velocity to see the various durations for solo, cooperative, and collaborative work. Cycle time is a team-based measure of feedback
This is Johanna Rothman’s July 2025 Pragmatic Manager newsletter. The Unsubscribe link is at the bottom of this email. Mike, a new senior leader, wants to know when Engineering will deliver specific projects. He would prefer more accurate estimates, but he’s okay with relative sizing, such as: Small projects: Not more than a quarter (12
This is Johanna Rothman’s June 2025 Pragmatic Manager newsletter. The Unsubscribe link is at the bottom of this email. All my clients are dabbling with AI. They’re using it to think about more, such as generating more features in a backlog so each person can do more. Or more code with vibe coding. Or even
Tim, a fellow consultant, explained he’d taken a transatlantic flight to deliver a keynote at a conference. I asked, “How was the business class on that airline?” He said, “I don’t know, I flew coach.” It was at least a nine-hour flight for him. Surprised, I asked, “Why?” “The conference told me they could not
If you plan to add a feature or create a new product, there is one overall guideline that might make your efforts more useful. That is this: Know who this feature or product is for. What does that user want to do? How does your product support that user in solving their problem(s)? If you