The Worry Police worry. During their career, the Worry Police were rewarded amply for their worrying, so they believe it’s their move. It makes them feel important. Worrying. The Worry Police have real power; they are the police. This power was granted to them because sometimes, preparing for imminent disaster is the correct strategy. An… More
Management
The Seven Dispositions of Task Management
I am DONE with this task. I finished. Good job. Victory. Next. I am STILL THINKING about this task. I might need more time to complete it or be thinking about an appropriate approach. Going to just leave it here for now, but I will make a choice regarding this task (and all tasks) by… More
Your Best Work
I’ve received some of the best advice from folks I’m trying to forget. It’s usually past mediocre managers. Average folks doing the job, but in an uninspired fashion, in over their heads, or just coasting for reasons I never understood. Every so often. They land an idea. Maybe I don’t hear it at the time… More
The Seven Circles of Meeting Hell
First Circle: THE SLOPPY AND THE UNPREPARED Meetings start late and run over. Attendees have not read the pre-supplied material, so we spend most of the time answering questions we had already answered elsewhere. Second Circle: THE DISTRACTED Meetings where attendees are not paying attention to the meeting. They sit there on their phones and… More
Better, Faster, and More
I’m rewriting The Business for the next book. This piece is almost 15 years old, much has changed in negotiating an offer letter, and I have more advice on how to analyze those offers. So much advice that I am idea paralyzed™ trying to rewrite this piece. So, this is just a section of the… More
The Coach and the Fixer
For this piece, I am going to simplify management a bit. Let us assume there are three different hats you wear as a manager. They are: the Leader, the Fixer, and the Coach. I will briefly explain each role and then explain how I’ve screwed up each. I’m going in reverse order because I’m building… More
By Design
First start-up. We’re between Layoff #2 and Layoff #3. There’s a new VP of Engineering running the show and while he’s been hired with the guidance to “turn the ship around,” the tech economy is a wreck and his first official act is throwing passengers overboard so we don’t sink. Now this will be the… More
The Sabotage List
Imposter syndrome. It’s the feeling that pure happenstance or just dumb luck is the reason you’re in this current role. It’s a sense you don’t belong, you aren’t good enough, and – real soon now – everyone is going to see you for who you really are. You might have felt this before, and I’m… More
Ok. So, You Can’t Decide.
Even if you’ve checked your work, asked for all the help, and are moving gingerly, there will be decisions where you can’t decide. You’ve considered and reconsidered your pro/con lists, you’ve had endless debates with informed humans, but you remain mentally paralyzed. I have an observation regarding this paralysis, and then advice. First, the paralysis… More
Check Your Work, Ask for Help, and Slow Down
It starts easy. The stakes are low. There is a legion of leaders around you who understand you’ve just begun, so when they see the decision in front of you, they proactively offer helpful advice. If the decision appears too complicated, excessively risky, or obviously high stakes, your manager raises her and helpfully suggests, “I got this one.”