During the recent session of my leadership course the presenter (Karl) raised an interesting point regarding the under-recognition of Capability compared to Competence.
Leadership Course – “Leading IT Projects”
In the second session of the "Growing Team Leaders" course, Karl Buderus from Success Solutions presented "Leading IT Projects".
Karl started out stating that "Leading Projects" is different to "Managing Projects". Project management involves activities like planning, budgeting, organising, controlling and problem solving while leadership is about vision, alignment of people, motivation and inspiration. So, where management is a Science, leadership is more of an Art and involves enabling, empowering and supporting the team.
Tagged Leadership
Blame has no place in retrospectives
While writing a post about retrospectives and deltas, in response to an article by Deborah Hartmann on InfoQ (Frequent Retrospectives Accelerate Learning and Improvement), I noticed a disturbing comment mentioning the "traditional blame party".
Deborah's post referred to and quoted from an article by Rachael Davis entitled "How To: Live and Learn with Retrospectives". The quote from Rachael's article included the following sentence.
Without these in place, conversations are likely to be full of criticism and attributing blame
Management Reading List
As I mentioned in my first post one, of the reasons for this blog is to help engineers new to management.
When I first started in management, I went looking for books that would help me develop the skills necessary to be a good manager. On the "Management Books" page you will find a collection of books I've read so far.
These range from management and leadership in the form of the "One Minute Manager" series, to the "Fish! philosophy", a way to drive productivity while maintaining a sense of fun.
Management and Development Balance
I mentioned the other day that I had recently attended the first session in a course on leadership. While waiting for the session to begin, I chatted to one of the attendees. Like many technical people in management, after many years in development, they are promoted to a management role with little to no training or management experience. As such he was struggling with the balance between managing people and development.
More importantly, because he had been with the company for a number of years prior to his promotion, he knew the code base intimately. As such, when one of his engineers had something complex to do, he would inevitably do it himself, in case they failed to do it right.
He realized that as a result he had becomes the bottleneck of his team. In addition he is failing to give opportunities to his team to develop skills.
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