career development

Articles

Management Myth 30: I Am More Valuable than Other People

Just because you have a fancy job title doesn't mean you can manage your team members by bossing them around. Servant leadership is an important skill for managers, as the best managers are those who serve the people who work for them.

Johanna Rothman's picture Johanna Rothman
The Evolution of z/OS Development

Kristin Cowhey explains how z/OS development has evolved throughout the years and what that means for developers and tech personnel. With legacy developers leaving the workforce, there’s a dire need to replace the knowledge in order to maintain the mainframe systems and applications that are still in use today. 

Kristin Cowhey's picture Kristin Cowhey
Management Myth 27: We Can Take Hiring Shortcuts

Hiring is difficult to do well, Johanna Rothman writes in her latest management myth piece. Because everyone who is looking to hire has a job, they think they know how to hire. But it’s not easy. You want to hire the best people you can who fit the team and the organization.

Johanna Rothman's picture Johanna Rothman
ScrumMaster: A Role or a Title?

The ScrumMaster is the most controversial position in agile. Is a ScrumMaster a natural leader within the team or is the role a profession in itself? Here, Mariya Breyter takes a look at what a ScrumMaster actually does and writes that it is a state of mind based on a strong commitment to agile values and a dedication to the team and its success.

Mariya Breyter's picture Mariya Breyter
New Skills for Software Testers and Software QA Engineers: 2013 … and Beyond!

Let's take a look into the future—all the way to the year 2013! As a software tester or software quality engineer, are you planning to learn a new skill in the new year. If you are, make sure you approach it in a way that will make that skill stick.

Matt Heusser's picture Matt Heusser
Management Myth #12: I Must Promote the Best Technical Person to Be a Manager

Managing requires a different skill set from technical work, yet many companies promote their best technical workers to management positions. Here are some things to consider when it's time to promote your technical workers.

Johanna Rothman's picture Johanna Rothman
Management Myth #11: The Team Needs a Cheerleader!

If you have a cheerleading manager (or, worse, if you are a cheerleading manager) in a troubled organization, then your team is likely missing its purpose. Replace those cheers with transparency, and you might be surprised by the solutions your team will come up with.

Johanna Rothman's picture Johanna Rothman
Management Myth #10: I Can Measure the Work by the Time People Spend at Work

Increasing the amount of time someone spends on work does not directly result in better work. In fact, depending on the person, the opposite may be the case—spending less time at the office may improve the results. Johanna tackles myths of measuring work by time.

Johanna Rothman's picture Johanna Rothman
Coach New People to Success

Johanna Rothman describes a hectic situation involving having to deal with four people and four different projects. The folks involved are in over their heads and Johanna can't even tell if these people are qualified for their job.

Johanna Rothman's picture Johanna Rothman
Management Myth #9: We Have No Time for Training

It’s never easy to schedule training, but you must if you want the people you manage to learn a new language, tool, or skill. Johanna offers some tips for making time and capitalizing on curiosity.

Johanna Rothman's picture Johanna Rothman

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