Paul Glen

Contributing Columnist

Paul Glen is the CEO of Leading Geeks, an education and consulting firm devoted to improving collaboration between technical and nontechnical groups and people.

Buffooning yourself: Are you jargoning and acronyming your audience to death?

Addressing ambiguity on your IT team: A meeting of the minds

Addressing ambiguity on your IT team: A meeting of the minds

Some people have a high tolerance for ambiguity when they tackle projects, and others want all the answers before they do anything. But it is possible for them to get along.

Who are your customers?

Who are your customers?

You think you know, but it can be trickier to determine than we tend to think. Here’s some guidance.

Did your boss make a stupid decision, or do you lack data?

Did your boss make a stupid decision, or do you lack data?

A lot of decisions that might seem downright crazy to you make more sense than you suspect. You just don’t have all the facts.

Knowing the manager you really are

Knowing the manager you really are

We all have distorted self-perceptions, but that can be especially harmful in a manager.

IT workers aren’t cogs in a machine

IT workers aren’t cogs in a machine

Organizing IT work flows with an assembly-line model can lead to dispirited, demotivated and bored workers and dysfunctional teams.

Retention, by stages

One-size-fits-all policies don’t recognize that people at different stages of their careers want different things.

Troubled versus toxic teams

Troubled versus toxic teams

It can be hard to tell the difference in the midst of day-to-day activities, but it’s important to know the level of your team’s dysfunction.

Lessons for leaving

Lessons for leaving

The parting of employees and employers can be a revelation about what each values.

Is anyone listening?

Is anyone listening?

In IT, we’ve all had the sensation that business people haven’t really heard what we’ve told them. Here’s how you can be sure to grab their attention.

Managers: Don’t ask if you don’t want to know

Managers: Don’t ask if you don’t want to know

Everyone likes being consulted ahead of a big decision. But asking staff for opinions when you have no intention of really considering them is worse than not asking at all.

You have the power. Should you use it?

You have the power. Should you use it?

For decades, power has been accruing to employers at the expense of employees. But managers and companies that exploit this new imbalance need to consider the costs of doing so.

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