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.

Who are your customers?

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.

When the call to management comes

When the call to management comes

Entering the management track can sneak up on you — you’re not likely to be asked point-blank, ‘Do you want to be a manager?’ That’s why you should ask yourself that question now, before the opportunity presents itself.

People screw up; don’t make it worse

People screw up; don’t make it worse

Managers need to be aware of the messages they send in reacting to an employee’s failure.

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