...and uninformed. You’re welcome to your opinion, but you aren’t welcome to share it here. What you’re doing is a firing offense, so we’re both better off if you button...…
...to lead, merely the desire and technique to successfully influence those around you. Is your company a cultural wasteland? If you think so, the solution is sitting in your chair....…
...companies that will view linchpins as annoying troublemakers. If you work for one and decide to be a linchpin, you probably won’t last there. The question he asks, and it’s...…
...company and everything suddenly makes sense –plenty of bodies are designed to die in order to help their genes succeed. The lesson for you: Shareholder value and your own best...…
...technology might make the company more competitive, that doesn’t mean it’s attractive to middle managers and executives. For some, internal destabilization creates more risk than external competitiveness creates opportunity. You...…
...in unfortunate ways. Ask your average Kiwi the equivalent question and you’ll find he or she takes as much pride in Maori culture and accomplishments as in anything that came...…
...creating mechanisms to understand how customers feel about their interactions with the company. For telephone callers, it’s standard practice for companies to record calls so as to measure how well...…
...partitioned business logic and so on — that you’ll need for Version 3, the production application that needs a solid n-tier internal architecture and production-grade code. Does this process work?...…
...can prevent a culture of honest inquiry is my-team/your-team. My-team/your-team turns people into debaters, arguing for their side as persuasively as possible. When you’re on a team you want your...…
...that your staff based its CMS recommendation on what would integrate best with the rest of your technical architecture, scale without major reconfiguration, and allow granular administration to avoid opening...…