Paul Glen

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.

When your boss won’t listen to you

When others suffer for your mistakes

When others suffer for your mistakes

What we geeks need to realize is that delivering a fix is insufficient.

Two little words that destroy your credibility

Two little words that destroy your credibility

We in IT have to realize that only users get to decide whether ‘it’s fixed.’

Paul Glen: You can't wear the manager and developer hats at the same time

The two roles demand entirely different mindsets and work styles.

Paul Glen: When your boss overloads you, blame yourself

It's part of your job to let your boss know honestly what you can and can't do. (Insider; registration required)

Paul Glen: The most important career question you've never even considered

The question you need to consider concerns the great workforce changes that have shaken up the work environment over the past three decades.

Paul Glen: Techies and users are in a vicious circle of mistrust

Business people don't trust us, and we don't trust them. It sounds kind of hopeless, but it doesn't have to be.

Paul Glen: The benefits of an unstructured career

Too often we make self-limiting assumptions about position, status and the need to rigidly follow a career path.

Paul Glen: Motivating the mercenaries

To get your projects done, you'll need to motivate your people to perform, no matter where their loyalties lie.

Paul Glen: The gifts and costs of working with 'them'

When two parties are in conflict, they don't have to agree in order to respect and learn from each other's perspective.

Paul Glen: Congratulations, you're your own skills manager

Columnist Paul Glen says those who insist that career planning is an employer's responsibility place their own futures in jeopardy, relinquishing control of their development to their managers, who can make decisions on a whim.

Paul Glen: How can you wield influence if you don't know what it is?

Many IT leaders seem to have difficulty separating the concepts of power and influence, thinking of the latter as a softer form of power.

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