...listening through your chain of command won’t get you there. If you think it will, it’s time for some uncomfortable honesty: Do you tell your manager everything that’s going on...…
...After all, if you DO IT, and do it right, people should notice. If you don’t do it and people expect it, you’re REALLY failed. Seriously, don’t spend one more...…
...what, and how. They encourage inter-manager rivalries on the grounds that this leads to more energy and initiative. Which it does. That the energy and initiative are largely wasted doesn’t...…
...into user stories), and write a position description to hire someone who can solve all the user stories. Which is how you come to hire Michael Vincent Peterson. You nickname...…
...you. Question #1: The difference between persuasion and manipulation So far as I can tell, the only difference between persuasion and manipulation is intent, the same as the difference between...…
...of the combatant tribes will need all the help they can get. You might have to join one, but if you do, you get to choose. Even better, you can...…
...as your manager. Good things come in threes, and so there is, inevitably … Compensation Rule #3: In addition to your lifestyle, and parallel to the official org chart, your...…
...Just because code works with your test data, that doesn’t mean it will work in production. Don’t trust the cloud. It’s something we know but often won’t admit: Our important...…
...don’t think about compensation in terms of incentives and rewards. They think of it as the company’s loudest and most sincere voice when it comes to expressing its appreciation for...…
...it they won’t invest in it. And if a company doesn’t invest in what it needs, it won’t get what it needs. Which is why I expect it to fail....…