Have the Courage to Be Direct

Great article on Harvard Business Review about the need to balance diplomacy with directness. Something I strive to do daily, but don’t always succeed. Most amusing quote from the article:

The classic feedback “sandwich” goes like this: good news, followed by bad news, ending with good news. Eating a sandwich with good bread, but bad meat in the middle, isn’t too enjoyable.

Via HBR

Battle of the Blogs – Part 2

When I started using b2evolution, I received quite a few warnings from different people that it’s a giant spam magnet. I gave it a few months and my trackback and comment spam volume is simply enormous, despsite b2’s centralized anti-spam list. I have finally broken down and ported everything over to WordPress. Installation was a snap and only took me a few hours to port my skin over. So far, I am very happy with it :) No wonder it’s so popular!

So you want to be a manager?

This is a new category that I will be musing about, Management, about my experience and journey to be a good manager.

I have only been an engineering manager for two years. It’s not until recently that I really looked closely at my management skills and see what I can improve on. I talked with some attendees at the SD Best Practice 2006, some people might think they want to be a manager, unfortunately some for the wrong reasons. Here are some crucial things that you should consider before becoming a manager, let alone a successful one.
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Journey of SD Best Practices 2006

It was an incredible journey to attend SD Best Practices 2006! I found that I have learned more from talking to other attendees and the speakers (most notably Mike Cohn and Johanna Rothman), than from the class materials themselves (even though I have learned a lot from there as well). I salute everyone who had given me insight on how to do better. By virtue of One Minute Manager, I will be sharing some musings as to what I have learned this week.

ScrumMaster Certification – Day 2

Questions questions and questions. We had a Q&A session with Ken mostly about implementation of Scrum in various types of projects and environments. The gist of it is there’s really no right answer. That is why Scrum is not a methodology, but rather, a framework that can help you identify the issues, and forces you to resolve them. In every day work, we are faced with numerous impediments and problems that can slow down our work, but often times we ignore them and just accept the inefficiency. Scrum practices exposes them to the maximum level and mandate them be resolved.
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