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Why We Should Get Rid of Bonus-Based Pay There are several problems with basing a knowledge worker's pay on a bonus. In a team-based organization, management often doesn't know who did exactly what work; people concentrate on their own objectives rather than working together; and whether some targets are hit depends on too many factors. |
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The Benefits of Making Deliberate Mistakes Sometimes a mistake is exactly what’s needed to make progress. You require not just a mistake—but a deliberate mistake. Even if you don’t get what you really wanted or hoped for, you’ll probably learn something useful that will help you along your path. Read on to learn how to make good mistakes! |
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Overwhelmed at Work? How to Recognize and Avoid Secondhand Stress Secondhand stress is the stress that someone else experiences that becomes your own when you interact with that person. Frazzled colleagues, an uptight boss, and anxious coworkers are typical sources of stress that can pass to you. Read on for ways to avoid and defuse these stressful situations. |
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Tips for Coaching Agile Teams To succeed as an agile coach, you need to understand the skills and mastery that the position requires. Here, Venkatesh Krishnamurthy shares some tips that will help you coach an agile team. Remember, it has been found that successful leaders have creative traits rather than reactive ones. |
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How to Get People to Agree with You In software development and testing we often encounter situations in which someone just isn't being very agreeable. Sometimes intelligent, reasonable people just don’t get it. The good news is those people probably haven’t gone temporarily stupid, so you can stop banging your head against a wall. |
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The Power Index: Why a Transition to Agile Is a Cultural Issue, Too In countries with high power indices, it’s more difficult for people in less powerful positions to talk to people in more powerful positions. A transition to agile exposes this power differential, which can be uncomfortable or intimidating. Read on for ways you can help people adopt agile practices. |
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Should a Leader Do or Should a Leader Lead? Common thinking is that a leader should be the best doer or the best doer should always be the first choice leader. But if we look at the dimensions of skills alone, leading and doing require very different skill sets. So the essential question is—Should a leader do or should a leader lead? |
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Cancel or Save a Troubled Project: How to Decide If your project is going nowhere—or if it’s going somewhere, but it's rapidly downhill—sometimes there’s no choice but to scrap it. Of course, that’s easier said than done because the issue of sunk costs often kicks in. How do you assess whether the benefits will still outweigh the investment? |
