You have a tried and tested approach for solving a knotty problem; however, getting organizational buy-in feels like pulling teeth. You’ve tried cajoling, begging, storming, bargaining and more to no avail. Nothing seems to work; you’re frustrated and thinking of quitting.
This post describes leading a team through a tough turbulent transition while handling hypergrowth and business pivots. It details the focus on high leverage activities to break the loop of never-ending toilsome tasks and reactive fires.
One of my most frustrating leadership experiences involved setting things aright after a near miss with a remote team
A team will go through some rough patch before it jells. Watch out for it, expect it and plan towards making it smooth. Brace for impact.
This post focuses on techniques and tactics for onboarding scenarios. These are the techniques I have seen over a decade of remote mentoring, being in teams and leading teams. Think of the suggestions as tailored heuristics for onboarding a new team based on the scenario.
This post focuses on steps to take during the first 3 months of forming a new team. It is the second post in the "How to onboard teams" series which covers lessons and techniques acquired from ramping up many teams.
How do you get a brand new team to become productive within three months? This post describes the lessons and techniques from rapidly ramping up these teams. These tips should help new members become productive within 12 weeks.
I have had several managers across several teams and projects. This has exposed me to various management styles and taught me what to emulate and what to avoid. There are no silver bullets when it comes to leadership however these are a few things I appreciate. 1. Openness Openness builds trust: a fundamental ingredient for … Continue reading What values do great leaders encourage?
A summary of chapter 2 of high output management
Stop giving people answers all the time!