When you're speaking, teaching, or coaching, do you ever suddenly feel like you're in way over your head? That there must've been a big mistake, because you're not qualified? Instead of letting this imposter's syndrome paralyze you, there are ways to embrace being outside your comfort zone and turn your self-doubt into a chance to thrive.
In this interview, TechWell speaks to the founder of Women Who Test, Alison Wade. She is also the program chair for the Mobile Dev + Test Conference. Alison speaks about her new summit that celebrates female testers.
In this interview, Michael Harris, the president and CEO of David Consulting Group, explains his five-step Value Visualization Framework. He discusses how he came up with the idea, how it can help your team right now, and its similarities to the agile methodology.
In this interview, Richard Hundhausen talks about real-world software testing, his experience at STAREAST, the benefits of Scrum and agile, and how we can end the developer/tester dichotomy by bringing these two teams together.
Software developer Laurent Bossavit delivered the second keynote presentation, about why we need to think more critically about software development. He began his presentation by saying his intention was to make you question what you know—or what you think you know.
The traditional ways of finding employees are changing. If you want to get a role that will make you happy to contribute to the team, you need to rethink the way you apply for roles. If you are the resource manager, change how you recruit. This article focuses on the qualities you should be exemplifying or looking for if you want to form a team with an agile mindset.
If you are considering leaving the nest to self-fund your own endeavor, you may want to read about Mike Botsko's experience creating a cloud-based, bug-tracking app called Snowy Evening. What started out as a lot of fun quickly turned into a tough journey. Don't worry—it has a happy ending!
An employee may become indispensable through arrogance or happenstance. These employees can cause bottlenecks and often prevent others, as well as themselves, from learning and growing professionally. "Firing" these indispensable employees sets your team free to work even when the expert is not available.
Do your managers truly own their decision making or are they only "empowered" to come to you for approval of every idea and dollar spent? If you don't trust your team leaders to make decisions, how can you expect stakeholders to? Setting boundaries and defining expectations are two ways to empower managers and encourage initiative, giving them the opportunity to gain your trust.