leadership

When there is a defined task with a clear set of rules to follow, rewards are an excellent way to encourage desired behavior. In situations where creativity, innovation, and thinking “outside the box” are essential-as in software development-rewards are actually a terrible strategy to use. They narrow the person’s focus and restrict possibilities. When it comes to your creative work, wouldn’t you be happier and more motivated if you were given the freedom to choose how you work? Russell Pannone discusses the science behind motivation and reports on research showing that, when doing knowledge work, reward-based systems actually hinder our efforts. Learn better ways to motivate yourself and your team-ways that allow individuals and groups to control the direction of their work, fulfill their desire to excel, and do something that really matters.

One-on-ones aren’t for status reports. They aren’t just for knowing all the projects. They are for feedback and coaching, and meta-feedback and meta-coaching, and for fine-tuning the organization. If you are a manager and you aren’t using one-on-ones, you are not using the most important management tool you have.

One of the biggest management myths is, “I must treat everyone the same way.” Nothing could be further from the truth. Everyone has different goals for their career, and those change over the course of a career.

How many times have you seen this in your projects: You need something specific done such as a new database, or a specific user interface designed, or you need a release engineer, or a user interface designer, or a part of the system tested and the normal person who does that work is not available? What happens on your project? Does it wait until The Expert is available?