There is a lot of guidance out there about everything you need to be doing as a remote leader. And a good portion of that is good. The game has changed and managing people remotely is a very different endeavour from managing them when you see them day in and day out.
It would be akin to taking someone who manages remotely and telling them they now have to be in the office to manage the team. …
I wrote a post a few months ago on the bare bone pieces that a Software Manager needs to do to be successful when starting out in their new career. After writing it, I had a few comments about Team Leads and whether it was the same for them (it’s not) and before I got into digesting that topic deeper, I felt it worthwhile to clarify the difference.
No matter the size of your organization, a Team Lead is not a Manager. There are similarities and most likely overlap but they are very, very different roles. In general, when you…
I was reading Seth Godin’s latest post — A Coaching Paradox — when I came across this line.
It turns out that the people with the potential to benefit the most from a coach are often the most hesitant precisely because of what coaching involves.
This gave me pause to not only think about all the clients I have worked with in the past in a coaching capacity whether it be as a team or One-On-One but friends that are in the same boat as well.
Because it’s 110% accurate.
And that’s the challenge when trying to get engage with…
A month ago, I had a little over 5,000 Connections on LinkedIn, now I’m down to about 3,400 and I’m not done yet. I should preface this by saying, I am not a Social Media All-Star, I barely get by.
Many years ago, I went through this period where I thought I needed to connect with everyone and anyone on LinkedIn to “Grow” my LinkedIn profile to better meet people. …
One-On-Ones are the best tool in the Software Manager’s toolbelt for working with your team. It’s the one place where you can work individually with a team member to hear from them on how it’s going, where they are struggling, where they want or need to be challenged, and of course where you can help.
It should always be about them and never you. It’s that one meeting, whether it happens weekly, bi-weekly or monthly that must always happen where you must come ready to go for them.
Years ago, I was a part of a growing team that was…
Do this thing every day and you’ll be on your way to success.
We used to laugh at kids on Snapchat who “had” to keep their streaks going as they wanted to get them higher and higher. Fights and disagreements would break out if a streak was lost.
The pressure of having to do something each and every day just to maintain a counter as it goes up and up. Maybe it gives you some prizes, maybe it doesn’t, but the goal is to keep the streak going for as long as you can.
And yet, here I am, running…
Being in a meeting is like being at a poker game, it’s all about the people (the players) at the table, whether virtual or in-person, the mediums might shift, but the tells are still there. Knowing people’s tells is a great way to ensuring you are running a successful meeting and people are getting out of it what you are putting into it.
When I start working with a new team, a new group, I hang up the first few hands and watch how people react to certain cues and information that is presented. …
You’ve been writing code for years (possibly longer) and have been promoted to Software Development Manager (or all its variants of Senior, Engineering, Program, etc). Whatever your title, you are responsible for a team of developers that look to you for guidance and direction.
How you got the role isn’t important (doesn’t matter whether you were the first, second, third, last choice, the default one or maybe you filled a req that they needed someone in), you are in that role, you are a Software Development Manager.
Transitioning from writing code to running a team isn’t easy. Code made you…
When things are going wrong on a project or in a team, our first, knee-jerk reaction is that everything has to change.
We have to change the process.
We have to change the deliverables.
We have to change the people.
When the truth of the matter, what needs to change might be something less drastic.
How we run our meetings?
What our priorities are?
Understanding who is doing what?
These are not changes that you will find in a culture change deck or that will get people excited about and pumped about what they need to do next, but they…
Rarely do I ever write articles on wellness but this year is an exception.
I coach and lead software development teams and the change that is going on now, the past few months with these is a case study in the making. Everyone I talk to has a different set of circumstances going on in their life, contributing to what they can do and deliver. …
I take the complex problems- software development, leadership, team growth- and make it simple. Check out my book Code Your Way Up — on Amazon