There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else. Sam Walton, Founder of Walmart Becoming a manager is a hard job. Most people become managers after being great individual contributors. The transition from maker to manager can...
One of your major opportunities as a manager is to develop the people in your team. People need to feel like the job develops them.
Secure it. Security will be a defining feature for almost all products and services in the future.
Resist the urge to derive your management success and self-worth from the number of direct employees you have.
My first encounter with management was when I was 16. It was my first encounter with Big Bad Pete and why I got obsessed with management.
One to Ones (1:1) meetings with my directs have been one of the most rewarding activities I’ve done as a manager. They are a fabulous way to build relationships, gain an understanding of individual’s strengths and weaknesses and understand more about my direct’s career ambitions and wishes.
Turning Around a Team This guide is about turning around a team (or growing a new team) in just 6 months. This could be turning around a failing team, changing a team’s direction (say from Waterfall to Scrum) or fixing a dysfunctional team process. 6 months’ sounds like a long time to turn around a...
As a manager it’s important to make sure you have the right people in the right place to deliver the right results.
If you hire good people you’ll typically get a good team. A good team can ride out tough times, change and adapt with your business, and improve your department each and every week. A good team will likely, but not always, succeed even in a broken system or set of processes.
Visible impact as a manager is pretty easy in teams or organisations where large change is required or obvious fixes can lead to big changes. But in high performing teams change becomes a lot less visible. Is change still happening?