Comments for Leading Geeks Company http://leadinggeeks.com Tue, 24 Apr 2012 03:04:31 +0000 hourly 1 http://wordpress.org/?v=3.4.1 Comment on Fixing the technology isn’t always enough by Allison Wood http://leadinggeeks.com/fixing-the-technology-isnt-always-enough/#comment-353 Allison Wood Tue, 24 Apr 2012 03:04:31 +0000 http://leadinggeeks.com/?p=1290#comment-353 Great column, Paul! Another example of how simple, clear communication can solve so many problems. Makes me eager to read that book of yours... any release date yet? Great column, Paul! Another example of how simple, clear communication can solve so many problems. Makes me eager to read that book of yours… any release date yet?

]]> Comment on In the tech world, management is not a promotion by TechnologEase http://leadinggeeks.com/management-is-not-a-promotion/#comment-181 TechnologEase Thu, 15 Mar 2012 02:54:53 +0000 http://leadinggeeks.com/?p=1235#comment-181 In my experience, 80% of the companies in America -- probably more actually, but I'll go conservative -- still believe that the path way "up" is to put one in charge of people. In the IT and Engineering space, as you've pointed out, nothing could be farther from what is actually needed. In the Army, you have "privates," who do the dirty work, and the "officiers," who do the directing. "Privates" in the IT space, who do the deep down dirty technical work, all over America will tell you, this model is NOT working. Yet again, my experience shows that 80% or more of companies still follow this model of promotion. I believe your article describes actually some of the better cases. In many cases, this model actually turns out far worse. In the worst cases, newly promoted engineers (many INTP types), EMBRACE the change (without realizing the shift, I agree here), and actually think they are GOOD at managing IT people. Tom Peters promotion principles truly seem to apply in a lot of these IT situations. (Aside from the fact that I believe a small percentage of individuals overall in ANY department are truly cut out inherently to manage other people -- another issue that I don't have time for here.) My belief is that technology as a pervasive tool and an essential element for business success across the board has created day to day and organizational issues which we've not even had the foresight to address. New wine requires new wineskins or else the old ones will burst. Some companies at least seem keen to the issue and provide pathways for promotion that leave one in a heavily technical space (some even all the way up to the SVP level), but these companies are rare and there certainly aren't enough of these kinds of organizations to go around for every technical person employed. I for one believe it's an organizational issue and even a cultural driver that hasn't been fully analyzed and resolved yet on the whole. I like your site and your mission. It's much needed and very valuable. -ceo In my experience, 80% of the companies in America — probably more actually, but I’ll go conservative — still believe that the path way “up” is to put one in charge of people. In the IT and Engineering space, as you’ve pointed out, nothing could be farther from what is actually needed.

In the Army, you have “privates,” who do the dirty work, and the “officiers,” who do the directing. “Privates” in the IT space, who do the deep down dirty technical work, all over America will tell you, this model is NOT working. Yet again, my experience shows that 80% or more of companies still follow this model of promotion.

I believe your article describes actually some of the better cases. In many cases, this model actually turns out far worse. In the worst cases, newly promoted engineers (many INTP types), EMBRACE the change (without realizing the shift, I agree here), and actually think they are GOOD at managing IT people. Tom Peters promotion principles truly seem to apply in a lot of these IT situations. (Aside from the fact that I believe a small percentage of individuals overall in ANY department are truly cut out inherently to manage other people — another issue that I don’t have time for here.)

My belief is that technology as a pervasive tool and an essential element for business success across the board has created day to day and organizational issues which we’ve not even had the foresight to address. New wine requires new wineskins or else the old ones will burst. Some companies at least seem keen to the issue and provide pathways for promotion that leave one in a heavily technical space (some even all the way up to the SVP level), but these companies are rare and there certainly aren’t enough of these kinds of organizations to go around for every technical person employed.

I for one believe it’s an organizational issue and even a cultural driver that hasn’t been fully analyzed and resolved yet on the whole.

I like your site and your mission. It’s much needed and very valuable.

-ceo

]]> Comment on How to Make Your People Accountable by Jon Grunzweig http://leadinggeeks.com/how-to-make-your-people-accountable/#comment-72 Jon Grunzweig Fri, 13 Jan 2012 22:06:36 +0000 http://leadinggeeks.com/?p=946#comment-72 Helping to contribute to the accountability puzzle with geeks, is what I call the IT Paradox: Geeks expect adherence to process by users, but resist structure in their own domain. Users must follow the process for submitting requests; however, following change control is just getting in the way. Interestingly, once a geek sees how change control actually reduces stress and creates more predictability, they reverse course and begin to 'comply'. Well, at least they are less resistant.... Helping to contribute to the accountability puzzle with geeks, is what I call the IT Paradox: Geeks expect adherence to process by users, but resist structure in their own domain. Users must follow the process for submitting requests; however, following change control is just getting in the way. Interestingly, once a geek sees how change control actually reduces stress and creates more predictability, they reverse course and begin to ‘comply’. Well, at least they are less resistant….

]]> Comment on Project failures even worse than we thought by Projetos de TI: 400% acima do orçamento e 25% dos benefícios esperados « Vida de Programador http://leadinggeeks.com/harvard-business-review-on-it-projects-bankrupting-companies/#comment-43 Projetos de TI: 400% acima do orçamento e 25% dos benefícios esperados « Vida de Programador Fri, 11 Nov 2011 01:50:35 +0000 http://leadinggeeks.com/?p=568#comment-43 [...] Glen afirmou que seria esperada uma distribuição dos atrasos nos projetos em curva de sino, mas, supreendentemente, este não foi o caso. Um número desproporcional de [...] [...] Glen afirmou que seria esperada uma distribuição dos atrasos nos projetos em curva de sino, mas, supreendentemente, este não foi o caso. Um número desproporcional de [...]

]]> Comment on En-lightening up on each other by When Objectivity Is a Trap | Leading Geeks Company http://leadinggeeks.com/en-lightening-up-on-each-other/#comment-19 When Objectivity Is a Trap | Leading Geeks Company Thu, 22 Sep 2011 21:13:39 +0000 http://leadinggeeks.com/?p=1002#comment-19 [...] irrefutable, it’s important to consider that intuition has an important role to play at work, and respect for intuition is very important if you want to build relationships with non-mechanical people. In fact, an [...] [...] irrefutable, it’s important to consider that intuition has an important role to play at work, and respect for intuition is very important if you want to build relationships with non-mechanical people. In fact, an [...]

]]> Comment on En-lightening up on each other by Rebecca http://leadinggeeks.com/en-lightening-up-on-each-other/#comment-15 Rebecca Wed, 21 Sep 2011 23:17:37 +0000 http://leadinggeeks.com/?p=1002#comment-15 this conversation about conversation is so fascinating. though I often have difficulty and suffer pangs of "pain" when unable to find the right words, i don't feel OK with that. i've learned some hard lessons in graduate school where the ability to articulate an idea was demanded, expected and if you weren't able to, you were a failure. i also always end up with rational, need for evidence men, so that has shaped me too.so i tend to look down on emotional reasoning now. this conversation about conversation is so fascinating.

though I often have difficulty and suffer pangs of “pain” when unable to find the right words, i don’t feel OK with that. i’ve learned some hard lessons in graduate school where the ability to articulate an idea was demanded, expected and if you weren’t able to, you were a failure. i also always end up with rational, need for evidence men, so that has shaped me too.so i tend to look down on emotional reasoning now.

]]> Comment on En-lightening up on each other by Paul http://leadinggeeks.com/en-lightening-up-on-each-other/#comment-9 Paul Mon, 19 Sep 2011 22:03:35 +0000 http://leadinggeeks.com/?p=1002#comment-9 I love this conversation. It really illuminates why we need to have this conversation. I love this conversation. It really illuminates why we need to have this conversation.

]]> Comment on The Problem with Problems by En-Lightening Up on Each Other | Leading Geeks Company http://leadinggeeks.com/the-problem-with-problems/#comment-8 En-Lightening Up on Each Other | Leading Geeks Company Wed, 14 Sep 2011 23:40:33 +0000 http://leadinggeeks.com/?p=838#comment-8 [...] The other day my friend Bob and I got into a warm discussion about discussion. We were both embodying a core difference between geeks and non-geeks, which Paul has called “The Problem with Problems.” [...] [...] The other day my friend Bob and I got into a warm discussion about discussion. We were both embodying a core difference between geeks and non-geeks, which Paul has called “The Problem with Problems.” [...]

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