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The Difference between Managers and Leaders You often hear managers referred to as leaders, but the two terms are not synonymous. Managers can be leaders, but not always, and there are people who don’t have formal management positions who are leaders. Understanding the difference can help people in both roles—and their team members—be more effective. |
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Do Software Teams Need Managers with Technical Expertise? Soft skills matter in how effective a manager is, but what about technical skills? If you're a software engineer, how important is it to you for your manager to have the same background and to fully understand your job? Ideally they would, but in some cases, that role can be better filled by a technical lead. |
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Managing Resistance to Organizational Change Change can be difficult, and some people's reaction is to shut it all down. If they think their concerns aren’t being heard, they get defensive, and your project is on a trajectory for disaster. Don't fire off an email while tempers are running high. Managing expectations thoughtfully is essential to project success. |
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What to Do if You’re Promoted over Your Coworkers Getting promoted is great, but when it means you'll have to manage your former coworkers, it can get awkward. It would be ideal if you could maintain the friendly, gossipy, tell-all relationship you’ve had with your ex-peers, but as a practical matter, you can’t. Here's how to handle the transition best for everyone. |
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The Difference between Directing and Leading Being a leader of a software team comes with a lot of responsibility. You may be used to people looking to you for direction. But directing doesn't let your team truly use the skills and talents they were hired for. A good leader knows that sometimes, the best strategy is to step aside and let the team shine. |
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7 Harms Done by Keeping Unrealistic Project Goals Project management is about supporting informed decision-making. No one wants to break the news that a project is not on schedule, but a good sponsor would want to know that the original goals are no longer realistic. Reluctance to communicate or unwillingness to hear have some real business consequences. |
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The Importance of Timing when Implementing Change Too many changes at once can prolong upheaval and delay people's adjustment to the new norm. If you are planning to start a complex project, introduce a new tool, or undertake any other major initiative, and employees are still reeling from other changes, it may be wise to delay the planned change if you can. |
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Improve Software Project Success by Conducting a Hudson’s Bay Start The Hudson’s Bay Company outfitted fur traders in the 1600s. To avoid problems when camping in freezing conditions, they'd send traders on a short trial expedition before the real one. This idea also can be used to reduce risks when starting a software project that’s complex, expensive, or disaster-prone. |
