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Paul Glen

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.

Paul Glen: For geeks, avoiding blame is a silent career killer

For us, avoiding being blamed for anything is an all-too-common compulsion.

Paul Glen: When you've had it with a stakeholder

While you oftentimes just have to live with whatever it is you don't like, some situations call for a more forceful reaction.

Paul Glen: Nobody wants you to be a technology vending machine

Providing a quick-win deliverable is of value only if what was asked for is what's really required.

Paul Glen: Geeks love problems, so give them some

The most elegant thing you can do to motivate geeks is to define a problem that your team will want to solve.

Paul Glen: The secret to keeping processes vital

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.

Paul Glen: How to deal with a toxic team

Five warning signs can warn you that your project team has turned toxic.

Paul Glen: The hazards of literal listening

Geeks are often told that they are annoyingly literal, which they find confusing and unfair. But their colleagues have another way of listening.

Paul Glen: Even if you can't measure it, you still must manage it

There are no metrics for measuring the quality of your relationships. For metrics-loving geeks, that's a problem.

Paul Glen: Build relationships, and career opportunities will follow

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.

Paul Glen: Being right vs. not being wrong

To a lot of people, it seems as if we geeks are always battling for supremacy in the Always-Need-to-Be-Right Club.

Paul Glen: Rogue IT, and power as an obstacle to influence

We in IT have a decision to make: Do we want to be powerful, or do we want to be influential?

Paul Glen: How CIOs can become more influential

The first step is to expand what, for those in IT, is a limited understanding of what influence is.

Paul Glen: Check your work, or else

We geeks must transform our eagerness to please users into eagerness to help. There's a big difference.

Author Bio

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