Could your team be managing itself?
“"Self-organization" and "management" aren't mutually exclusive. But we'll need to rethink the role of the manager if we're planning to build adaptable teams.”
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Weekly newsletter about leadership, technology, books and anything else we felt compelled to share with others
“"Self-organization" and "management" aren't mutually exclusive. But we'll need to rethink the role of the manager if we're planning to build adaptable teams.”
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“Ask any leader whether his or her organization values collaboration, and you’ll get a resounding yes. Ask whether the firm’s strategies to increase collaboration have been successful, and you’ll probably receive a different answer.”
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“Estimates are such a loaded and dangerous endeavor for an engineer. To the point where companies mistakenly talk about estimates like its a “skill” that an engineer can learn. But the reality is that if you can make a probabalistically accurate estimate, then its likely that the task should have been automated by some other means already.”
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Two articles describing the reasoning and the steps behind the idea of correlating software product delivery process performance metrics with community health and collaboration metrics as a way to engage execution managers so their teams participate in Open Source projects and Inner Source programs.
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“Interviewing is hard and it sucks. In theory, it really shouldn’t be. You’re a highly paid professional and your skills are in high demand. This ought to be a meeting between equals to mutually explore what a longer-term relationship might look like. Why take the outcome personally? There are at least as many reasons for you to decide not to join a company as for the company to decide not to hire you, right?”
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“Quantum computers promise to power exciting advances in various fields, from materials science to pharmaceuticals research. Companies are already experimenting with them to develop things like lighter and more powerful batteries for electric cars, and to help create novel drugs.”
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While working with cross functional teams should enable people to step up and learn new skills, an opportunity to go beyond tasks, learn and practice leadership skills, it hardly works that way. It looks like a mad powerhouse with few key decision makers and everyone else simply there to do their job (and nothing more).
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