Who makes the decisions in your team?

As a manager it is hard to let go, especially the decision making attribute. But I did notice that when you deal with smart people, sometimes smarter than you, the more decisions you made as a manager, the less engaged others in your team become, and the less ownership they have in the results.

So it is key – when deal with smart people – to trust them, to provide feedback and if they are the closest to the problem to ask them to be the one actually making the decisions after they collect enough opinions (incl advices from you as their manager) and to own those decisions including all the good or bad consequences.

Sure the devil is in the details:
Are we talking about the strategy, about a given tactic, about a daily decision, etc…?
I think it’s it all about the trust you have in the team and trust comes from commitments previously made and delivered.

Glad to see someone wrote an entire book on this aspect (I did not read it yet) and arrived to the same conclusions.
Please find a summary/slideshare of this book here: http://www.slideshare.net/pearpress/the-decisionmaker-dennisbakkeppt




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If you can’t draw it, you can’t build it!

If you are looking for a simple way to draw a software system starting from the initial “black box” and going down to functional content, interfaces, boundaries …later extend this to modules, various networks of such boxes and ultimately open each box and define the design of it
I suggest you have a look at the following article:


This is a good and simple visual representation of a software architecture. 

Enjoy ! 




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Bunatatea şi credincioşia să nu te părăsească niciodată!

“Bunatatea şi credincioşia să nu te părăsească niciodată! Leagă-ţi-le la gât, scrie-le pe tăbliţa inimii tale! 
Atunci vei găsi bunăvoinţă şi un bun renume înaintea lui Dumnezeu şi înaintea oamenilor “

Este perioada cea mai buna din an sa ne gandim la bunatate si la darnicie, 
pentru ca ce avem fara sa fi primit de la Dumnezeu? Si pentru ca toate le primim de la El , sa daruim este si o buna ocazie de multumire. 

Daca esti crestin si inca stai pe ganduri daca sa dai sau sa nu dai de acest Craciun, oare dai in locul potrivit, oare merita, oare nu-i prea mult, …, citeste te rog poezia de mai jos:

Drag prieten care canti vesel in credinta,
Fii prieten cu Isus si la suferinta!
Daca-n ceasul de temut vrei sa fii la dreapta,
Cand Isus da iar tribut, mangaie-L cu fapta.

Da-I acum din painea ta foamea sa-Si destrame,
Caci in cer, in veci de veci, nu-I va mai fi foame!
Da-I acum sa bea din vas cand e ars ca vrejul,
Caci, in veci de veci, in cer nu mai ai prilejul.

Da-I acuma haina ta cat ii rupt vesmantul,
Caci in cer nu-I va fi frig, nu-L va bate vantul!
Da-I acum cand e bolnav, grija-nduiosata,
Caci bolnav nu va mai fi Domnul niciodata!

Ia-L in casa ta acum sa-L aline somnul,
Azi e un sarac in drum, maine va fi Domnul!
Azi Isus e-n mii de frati, azi iti vrea El fapta;
Maine toti vom fi chemati; tu vei fi la dreapta?

Si un glas peste genuni va striga spre stele:
“Il cunosc…si din ani buni si din zile grele!”
Iata, anii trec, s-au dus. Zilele-s ca spuma,
Fii prieten cu Isus, nu uita: acuma!

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21 signs of BAD MANAGERS I met in my career as a software manager

21 signs of BAD MANAGERS I met in my career as a software manager

  1. Bias against action or against planning, simply waiting or postponing for ever; embrace the status-quo
  2. Secrecy, not willing to share information. giving the feeling that having access to information is a privilege reserved to managers
  3. Working very long hours to prove hard work or hide incompetence
  4. Over-sensitivity, someone that reacts immediately but the reaction is not a real response but mostly an emotional fact
  5. Brain washed by procedures and processes; favor a process instead of getting things done
  6. Expect the people to read they minds; hand in hand with secrecy –  i keep the info for me and then blame people for not acting
  7. Preference for weak employees or candidates, feeling threatened by the super-competent employees or candidates
  8. Focus on small tasks, missing the big picture and favoring details  on a specific task where he is competent
  9. Inability to hire former employees: none of his former colleagues were convinced to join him in his new company or he is simply someone that never mentored anyone or never took time to inspire anyone that can trust him
  10. Not setting  deadlines, the work is done when is done …why bother with time boxed iterations
  11. Favoring consultants instead of growing his staff
  12. Letting his employees feel like an anonym and irrelevant person that does not make any difference if stay or go
  13. Not measuring and not giving feedback based on real metrics and expectations previously communicated and clarified (not on feelings and emotions)
  14. Not telling people what he is expecting from them
  15. Micromanaging
  16. Sneaky boss – someone that is continuously acting or talking behind his employees’ backs so they are never sure where they stand
  17. Managing his boss more than growing his staff , and this is sometimes ok, but in general only to protect his staff or the company from bad decisions coming from superior management
  18. Divide and Conquer – strong believer in internal competition more than in the internal collaboration
  19. Ignoring non-performers – usually we are tempted to build on strengths and recognize top performers, but at the end “A chain is only as strong as its weakest link”
  20. Stealing credit – if we win I will stick my name at the top, if we loose it is definitely because the team is not mature enough or understaffed or ….simply “acted without my knowledge, they need some control”
    My product as a development manager is the TEAM (the ORG when applicable).

Yes, I do recognize myself in some of these points … and I am working on some of them. Stay tuned !

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Great management advice

“It’s extremely important to move responsibility very low in the organization. Your goal is not to be working on a project where you can’t sleep at night. Your goal isn’t to have it so that the project leads can’t sleep at night.
Your goal is so that NOBODY sleeps at night. And when nobody is sleeping at night, you have pushed responsibility to the proper level.” 

Chris Peters, Microsoft veteran , ex VP of MS Office


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Patterns of effective teams

“Some teams are orders of magnitude more effective than others, turning around business solutions in days or even hours. Their secret is a combination of smart technology choices, great development habits and a powerful team dynamic.”

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The “management team” & Steve Jobs

The “management team” isn’t the “decision making” team.
It’s a support function. You may want to call them administration instead of management, which will keep them from getting too big for their britches.

The saddest thing about the Steve Jobs hagiography is all the young “incubator twerps” strutting around Mountain View deliberately cultivating their worst personality traits because they imagine that’s what made Steve Jobs a design genius. Cum hoc ergo propter hoc, young twerp. Maybe try wearing a black turtleneck too.

Read the whole article here:

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