links for 2009-03-25

  • Similarly, you need to quickly build the same level of trust with our community. Do you have the tools it takes to hack into the code? and do you know how to use them? When a contributor uploads a patch to our mailing list or to our tracker (preferred, but to make sure you get noticed please post a link on the mailing list too) he builds instantaneously the same level of trust that the unknown cab driver builds with every new customer: he implicitly shows that he has the tools (hardware, operating system, internet connection, coding environment, repository access) and that he can use them for basic operations.
    (tags: gsoc)

links for 2009-03-24

  • I think you should fire this person immediately. Okay, maybe give him exactly one warning.

    You’ll find someone else who really knows this stuff. No doubt about it. And firing one intransigent bully is a lot less painful than shutting down an entire division next year because he paralyzed your decision-making.

    Deep technical competency is overrated compared with the ability to make excellent decisions and to create a culture where forward motion is valued and personal initiative is rewarded.

    The good news is that the bully knows this, and the only reason he gets away with being a bully is that he thinks he’s got you bluffed. Call his bluff and odds are you’ll have a much more cooperative team, top to bottom.

    (tags: leadership)

links for 2009-03-18

  • ut as someone who has spent decades hiring and firing, coaching and mentoring journalists, I know a bit about their skills and values and what they could mean to your organization.

    I also know that journalists may not be comfortable appearing to brag about what they do well; self-esteem can get downsized pretty easily these days.

    So permit me to make their case to you. Here are 10 reasons you should hire a journalist.

    (tags: journalism)
  • But McKee’s research has identified four internal factors that work against recovery and often paralyze you: … Loss of Nerve. Probably the most insidious factor. When growth stalls, as McKee points out, it’s confusing. “Great leaders are supposed to be firm, decisive, and sure-footed. When things go wrong, you just fix them. That is, until the problems spin beyond your control.” It’s discouraging. “When the road drops out from under the company, the CEO’s own discouragement can be difficult to hide.” It’s contagious. “It’s one thing to struggle privately…it’s quite another when the discouragement and disillusionment hit you so hard you can’t hide them. When the CEO is worried, everybody’s worried.” It's paralyzing. “You don’t have the luxury to think strategically when things are so desperate.” It’s wearying. As one CEO told him, “I wasn’t so much scared as ticked off and drained. I was tired of pushing the rock up the mountain like Sisyphus.”
    (tags: leadership)

links for 2009-03-17

  • Stories shed example on what impact some of these jerks have in organizations and on the people as well. In addition, there are positive stories where corporations have turned around their business by implementing the title of this book. It’s great to see a business book that is entirely written about relationships and the people factor and I’m thrilled to see the interest it’s generated and I respect Sutton for the guts it took to be so bold to put out a frontal attack against the type of people that consistently belittle others and cause pain in the organization simply for their own pleasure and gain.
    (tags: leadership)

links for 2009-03-16

  • We tend to judge ourselves by our intentions and judge others by their behaviour. This belief means that we are often blind to our behaviours, dismissing its impact on others as a mere miss understanding. After all, we understand our intentions and they are for good! However, those who observe our behaviours have no such insight. Leaders who manage their character effectively are acutely aware of this gap and actively seek to manage the impact of their behaviour on others.
    (tags: leadership)

links for 2009-03-11

  • The Return on Management ratio

    ROM can be expressed as the following equation: ROM = Productive energy released divided by management time and attention invested.

    This ratio—which is more of a metaphor than an exact calculation—provides a framework for evaluating your strategic focus on daily tasks. Is your energy invested in activities that best contribute to your organization’s productivity and overall performance? If not, you are likely not spending your time on the “right” opportunities and challenges.

    In the case of developing employees, the ROM ratio suggests that managers spend the most time working with the people that contribute the most and add the most value to the organization. This group would consist of both star performers and solid contributors. Based on such an assessment, the third group, your low-potential, low-performing employees (or C players), would merit the least management time and energy because they benefit the organization the least.

    (tags: leadership)
  • Excellent post on specific ways to help different kinds of people improve, with links to even more specifics for "A," "B," and "C" players.
    (tags: leadership)