On Management
September 10 update: as it turns out, the following post turned out to be a draft of the first email I sent out via a new-to-me newsletter provider. You may read the more refined piece over at the new home for my newsletter On Management, where I do most of my bloggity writing these days Continue reading Check-out any time you like?
This is a lightly edited version of a piece that originally appeared in my newsletter, Summer Reading 2020: On Management #44. If you’re reading this, you may be in tech, media, VC, not-for-profit, higher education, government, or beyond. Maybe you lead a team, HR, an organization — or you own a business. You’re probably in Continue reading You ve got to be better
An earlier version of this piece first appeared in Slowness, Speed and Structure: On Management #31; I’ve made some minor edits. You can subscribe to my newsletter here. So, you’re going to a manager training. You may/may not be stoked. How can it be a success? Spoiler alert: set some goals, for yourself. That said, Continue reading Making the Most of New Manager Training
Ok, yesterday was actually Labor Day. I took the day off. Now that I m blogging at my newsletter, this space has become a bit ghost-towny. I ve decided to occasionally share some of the newsletter posts here, too. Vocational awe and (short)changing the world, first appeared in Minimum Viable Passion: On Management #37. I ve edited the Continue reading Labor Day, 2019: Vocational Awe
My summer reading list is topped by two (not-quite) thrillers about secrets, lies, and workplace culture, and I write about them in Issue 29 of my newsletter, which goes out to subscribers starting on July 15. Everyone seemed to be reading Bad Blood: Secrets and Lies in Silicon Valley (library). I discovered Ranger Games (author s Continue reading Summer Reading (On #Management #29)
When I was more actively blogging, I wrote about Michael Lewis Moneyball, as a lesson in hiring. I recently re-read Moneyball, and watched the film again, too. This time, I took away lessons about change at work. And I wrote about it in my most recent newsletter. Here s an excerpt. people didn t want to change. Continue reading Engaging with Change (On #Management, #28)
If you read about learning at work, you may come across “70-20-10.” 70% of learning comes from experience. 20% from other people. And, 10% from formal training and coursework. Or so they say. 70-20-10 is likely more an aphorism than a fact of math. That said, its intuitive appeal aligns with academic discussion of deliberate Continue reading Training Day (On #Management, #27)
To reckon is count, estimate, or compute. Or to consider. In the cascade of media coverage on workplace harassment, “reckoning” has emerged as a word, or maybe the word, to describe this moment. The word acknowledges that we’re not done yet, though: we re in more than a moment. Dead reckoning is a navigator s iterative calculation Continue reading Dead Reckoning
Leaders frequently refer to mission and values as though they are fully realized operating systems. And when you ve done the work, they can be. Often, they re a bit intangible. Values are more than what you say you believe. They re what you actually do: what you allow, and what you hold people responsible for enacting. I ve Continue reading Does Your Organization Does Need a Code of Conduct?
The word ire doesn t describe my feelings about several accounts I read yesterday of a powerful man s (allegedly) horrendous treatment of young, talented, ambitious women in the workplace. What struck my heart hardest was a remark by filmmaker Karen Katz, also called out in a piece by Rebecca Traister, We were so young at the Continue reading Block Angel