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Are You a Bad Boss? Here’s How to Know If reading articles about how to be a good boss were all it took to be one, there wouldn’t be so many articles about how to survive a horrible boss. The trouble is that the bad bosses usually don’t know they’re bad. But there are clues. Read on to see if you exhibit any of these bad-boss behaviors. |
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Why You Should Take a Bow When You Deserve One If the project you're managing goes better than planned—you finish ahead of schedule, under budget, or with greater results than expected—you might be inclined to chalk it up to luck and not want to draw attention. But here's an argument for why you should make sure people notice and you get credit. |
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Effective—and Possibly Crazy—Tips for Persuading Anyone Not a day goes by that you don’t have occasion to try to persuade others, whether it’s for something big like canceling a project or something inconsequential like deciding where to go for lunch. Read on for tips to help convince people and get them on your side, both on a team and outside work. |
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Stop Being Difficult! How to Deal with Passive Aggressive Stakeholders Project teams have to learn to manage the difficult personalities they encounter on a project. The key is to identify which type of personality you are dealing with, then quickly apply approaches to smooth over the situation. Here are some tips for handling passive aggressive stakeholders' concerns. |
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Tapping into the Power of Introverts in IT Introverts—those who rarely talk to others, seldom engage socially, and answer questions only when asked—can be the strongest contributors on a team, but only if they’re engaged effectively. Here are some tactics that can help leverage the enormous strengths of the quiet ones on your team. |
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The Mismeasurement of Software Having participated in a number of unsuccessful metrics programs throughout his career, Lee Copeland has identified and distilled four key principles that help prevent the mismeasurement of software. Evaluate how your metrics work against these four principles. Do you need to make any changes? |
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Are Your Metrics Causing Unintended Consequences? When you collect metrics that involve people, it will change the way they behave—but not always for the better. Attaching numbers to how people work often makes them perform their work differently. Every time you gather metrics, you should try to analyze what the unintended consequences could be. |
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A Tale of Two Projects Large IT projects are challenging. Complexity is hard to estimate well. Big systems are tough to implement. But when you're staring at a fast-approaching deadline and you know your system will not be functional in time to meet it, there are ways of handling the situation that are better than others. |
