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Designing processes and software to scale is expensive but necessary. I'll walk through why scaling by definition (basically always) leads to a loss of agility.
Getting past the euphemisms - this is what “performance management” looks like from the manager chair.
You don’t need permission to lead. You just need to look, sound, and act like a person others instinctively follow. Because, yes, we're all sheep.
Investments in operations should be at a minimal level that maintains the systems in an acceptable state forever. Poor operations are clearly bad news. But perfect operations are a waste of money.
The management job comes with interesting people challenges. Here are four I've run into more than a few times and what to do when they land in your lap.
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Laetitia@Work #104
Trustocracy sounds funny, but it's a more accurate representation of how we're measured. We aren't (and can't) be measured objectively on what we accomplish at work. But we are (unavoidably) measured by the trust we've built with our co-workers.
When you’re young, making a bucket list – things you want to do before you die — feels like you’re choosing prizes that will arrive in the mail later. I’ll take fluency in Italian, please, a 300-lb bench press, and a swim in the Nile. I’ll definitely want to drive a Ferrari on the Autobahn at some point. How about […]
The Email Exchange That Radicalised Me
