Category: leadership
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The Parallax of Progress: How Hierarchy Warps Project Timelines
Why do project timelines create confusion among hierarchies? Discover how the parallax effect warps perceptions across different levels of management, and how to align them.
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Rewards and punishments between innovators and second movers
Ever wondered why some companies can launch flawed products and still succeed, while others must be flawless to compete? This article breaks down the strategies that set innovators apart, and how second movers can steal the spotlight.
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A working framework (until sharks fly)
Struggling with winging process from scratch as if it was always the first time you’re running them? This article explores why frameworks matter, what their purpose is, and when to use them. But beware of those getting lost in improbable what if scenarios.
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Escaping the Peter Principle
The Peter Principle is the idea that people rise to their “level of incompetence.” But is that always the case? I say no—and here’s the good news: it’s entirely preventable! This article shows how unpreparedness, not inability, is the real culprit. With the right training, support, and a willingness to learn, you can break through…
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Disconnected upstream managers
It’s common to find upper managers who lack domain knowledge about the products the company makes. This leads to ineffective leadership. Hiring trusted past connections can amplify the problems. Better predictors for a leader’s effectiveness include data, customer feedback, professional experience, and caring. Trust then emerges from good outcomes achieved.
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Managerial serfdom
You are not a serf. Advice to work to make your manager “look good” is detrimental to you and your career. A functional working relationship requires manager and managed supporting each other to be successful doing the work.
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Gravitational pull of leadership
Have you imagined a corporate structure comparable to a planetary system and that they have a “gravitational” pull? Picture the CEO at the center, with concentric management layers. Too flat with many direct reports doesn’t scale, and managers will be overworked and ineffective. Too many layers, and communication breaks down, politics flourish, and bureaucratic processes…
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The impulsive firing of Brian Braswell
In “Halt and Catch Fire,” Gordon impulsively fires Brian after a car accident; that’s a case of poor management. Instead, set expectations, communicate well, manage negativity, and create a culture of feedback. Life doesn’t have to imitate art.
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Preconditions for legitimate leadership
Legitimate leadership is earned through trust, skill, and aligned goals. It’s not a natural state as it requires a partial and temporary surrendering of agency. Thus, it must be based on agreements that are neither imposed by force nor circumstances alone.
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Great job, here’s more work
The phrase “no good deed goes unpunished” reflects the feeling many professionals report when they are given more work without a matching recognition. Promotions are not merely rewards for good performance but indicators of consistently operating at the next level. Factors like budget and headcount availability are real constraints and can slow down career progression,…