The question you need to consider concerns the great workforce changes that have shaken up the work environment over the past three decades.
Business people don't trust us, and we don't trust them. It sounds kind of hopeless, but it doesn't have to be.
Too often we make self-limiting assumptions about position, status and the need to rigidly follow a career path.
To get your projects done, you'll need to motivate your people to perform, no matter where their loyalties lie.
When two parties are in conflict, they don't have to agree in order to respect and learn from each other's perspective.
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.
Many IT leaders seem to have difficulty separating the concepts of power and influence, thinking of the latter as a softer form of power.
For us, avoiding being blamed for anything is an all-too-common compulsion.
While you oftentimes just have to live with whatever it is you don't like, some situations call for a more forceful reaction.
Providing a quick-win deliverable is of value only if what was asked for is what's really required.
The most elegant thing you can do to motivate geeks is to define a problem that your team will want to solve.
As long as a problem seems present, gnarly and intractable, we enjoy following the process that solves it. But once the problem has been solved, it's not so interesting to us anymore.
Five warning signs can warn you that your project team has turned toxic.
Geeks are often told that they are annoyingly literal, which they find confusing and unfair. But their colleagues have another way of listening.
There are no metrics for measuring the quality of your relationships. For metrics-loving geeks, that's a problem.
Your competitive advantage in the labor market will come from your interest in, and aptitude for, creating good experiences for the people you work with, says columnist Paul Glen.
To a lot of people, it seems as if we geeks are always battling for supremacy in the Always-Need-to-Be-Right Club.
We in IT have a decision to make: Do we want to be powerful, or do we want to be influential?
The first step is to expand what, for those in IT, is a limited understanding of what influence is.
We geeks must transform our eagerness to please users into eagerness to help. There's a big difference.