Agile
Estimates Are Non-Transferrable (via Steve Smith)
There are so many factors that go into determining an estimate, including who will actually be doing the work. This article supports that arguments with some examples, and a list of things to consider when discussing estimates.
Drawing on the Power of Retrospectives (via Agile Amped)
I didn’t get too much out of this podcast — common topic, plus the speaker was difficult to understand (voice register, accent). Stories and metaphors are powerful — for example, electric eels can kill people; what is your product’s electric eel that will kill your competitor’s products? Her book Retrospectives for Everyone can be found here: https://www.amazon.com/dp/B08CVQMGQD/
Business
Stop Overengineering People Management (via Harvard Business Review)
Worker empowerment has been trending (e.g., Theory Y over Theory X from Douglas McGregor in 1960) because it has positive implications for both employees and employers. However, AI offers automation where it hasn’t been available before, giving companies ways to create bottom line growth at the expense of the workers. The article provides some pretty dystopian examples of “tattleware.” There can be a balance between optimization and empowerment, as lean production has proven.
Leadership
Our book club finished up Chapter 7 of “Radical Candor” — firing, promotions, rewarding your rock stars, and three styles of management (absentee, micromanaging, partnering).
Gravitas Is a Quality You Can Develop (via Harvard Business Review)
Most people want to feel valued and respected, but they don’t want to achieve that through behaviors that aren’t genuine. Understanding yourself is the foundation. From there… “1) Be clear about what you want; 2) Be open to feedback; 3) Create time for broader conversations; 4) Beware the self-fulfilling prophecy of ‘needing more confidence’; and 5) Commit to integrity.”
The Management Flywheel (via Software Lead Weekly)
Many engineering managers want to come in to a new situation and make big splashes and impacts. Instead, focus on the small changes that will build up momentum over time.
Process
Start Stopping Faster (via Harvard Business Review)
- “We are terrible at stopping work, even when it’s obvious that the work is a complete waste of time and money.” … “Since stopping things is so very hard, executives make starting them even harder, dampening innovation.”
- Make more decisions reversible — failure is likely, so make it less painful
- Make work more visible — you can’t stop what you can’t see
- Overpower fear — use experiments to learn and keep you from clinging to unproductive work
7 Strategies for Better Group Decision-Making (via Harvard Business Review)
- Keep the group small when you need to make an important decision.
- Choose a heterogenous group over a homogenous one (most of the time).
- Appoint a strategic dissenter (or even two).
- Collect opinions independently.
- Provide a safe space to speak up.
- Don’t over-rely on experts.
- Share collective responsibility.
A Few Rules (via Software Lead Weekly)
I liked this collection of maxims. A few that stood out… People learn when they are surprised. Being good at something doesn’t promise rewards. Progress happens too slowly to notice, setbacks happen too fast to ignore. History is driven by surprising events, forecasting is driven by predictable ones.