I will now explain why at least 50% of your team finds your current All Hands to be a waste of their time. They believe: Now, I will describe how to build an All Hands that will exceed their expectations. Let’s define the All Hands: Everyone. Together. There’s an important organizational inflection point when you… more
Welcome, new leader. We’re glad that you are here. Your arrival fills a critical vacancy in our team, and we can’t wait to see what you can do at this company. We’re going to say that we’re not in a hurry and you should take your time, but we’re in a hurry. Before you arrive,… more
It’s hard to tell what drives each human. This is why my usual last interview question is a very blunt, “What do you want to be when you grow up?” I ask everyone regardless of the amount of experience because I want to see how they improvise and, often, a hint at their motivation. I… more
If you want to teach a Californian kid about cold, have him fly out to New York in January. Have him pack poorly and then have him walk out of JFK airport at 3pm with aforementioned poor packing, and watch what happens. Wait until the sliding door opens. Wait for it. And watch. I did… more
One of the challenges with writing a blog for a long time is it possible to repeat yourself. I’m not talking repetitious themes; I’m talking word for word writing pretty much the same article. Again. Meetings are on the brain again, so I quickly checked the Rands archives to make sure that I hadn’t already… more
The majority of people-related disasters I’ve created originate with my choice to not say the hard thing. On my short list of critical leadership skills, the ability to “say the hard thing” is right after “delegate until it hurts.” I didn’t give feedback when behavior was off because the person was new and I told… more
Everyone is just… sitting there. Six of you. All managers who report up to Evan, your boss, who decided two weeks ago that “it’s probably a good idea for this leadership team to get together on a regular basis and talk about what is up.” He dropped an agenda-less, sixty-minute recurring meeting on everyone’s calendar… more
Back in the early 90s, Borland International was the place to be an engineer. Coming off the purchase of Ashton-Tate, Borland was the third largest software company, but, more importantly, it was a legitimate competitor to Microsoft. Philippe Kahn, the CEO at the time, was fond of motorcycles, saxophones, and brash statements at all-hands meetings:… more
Management has a set of power words that it’s appropriated as a means of giving it a sense of identity. This list is endless and entertaining. When these words are spoken, they are said in such a way that you are meant to wonder in awe, “What does that mean?” but you don’t ask for… more
Ten years ago, the world was collectively freaked out by the Y2K bug. The idea was that when innumerable software-driven clocks flipped at midnight from 1999 to 2000 that the digital shit was going to hit the fan. I blame the origin of the world-wide freak-out on the nerds. Y2K collectively freaked out the nerds… more
