Can Engineering & Marketing Get Along?

By Gary Hinkle
They’re selling features we haven’t even designed yet!—is a common complaint from engineers about marketing. Requirements are a moving target, thanks to marketing. They’re not well-defined. They’re growing and changing, yet deadlines and schedules are firm. While engineering is pointing fingers at marketing, marketing is pointing back. Engineers aren’t getting the importance…

The Business and Leadership Conflict

By Gary Hinkle It’s ridiculous if you think about it – businesses invest billions of dollars per year on leadership development, yet we continue to have a shortage of true leaders in business. Not every business suffers from this shortage, but I know that within most organizations involved in technology development and manufacturing there are…

What Does Exceptional Engineering Management Look Like?

By Gary Hinkle Managing engineering and other technical functions is mind-bogglingly difficult for many people in these roles. It’s more difficult than managing non-technical work because of the complexity involved and what’s at stake. The challenges related to managing technical work require special skills and suitable people who embrace the challenges. There is a severe…

Getting Started with EI

By Susan de la Vergne What We Didn’t Learn in School The education systems that hatched us emphasized logical reasoning and memorization. That’s the way to maximize our brain potential! Courses are designed to use our cognitive intelligence, and once we successfully complete a lot of them (the courses, that is), we’re ready. That’s led…

The Art of Telling People What to Do

The Art of Telling People What to Do – Advice for Project Leaders By Gary Hinkle When you were a kid, people told you what to do. Later in life, the same. We don’t like to be told what to do. When we think about delegation, it comes with this baggage: that being told what…

What is “Job Satisfaction” Anyway?

By Susan de la Vergne
Scenario 1) Mark, a software engineer in Silicon Valley, disliked his boss. “If only I worked for Ekan instead of Sean. Sean argues with me all the time. It’s like he doesn’t think I know what I’m doing.” So Mark manages to get transferred to Ekan, who has a reputation as a hands-off, high energy manager. But after Mark makes the move, he finds out Ekan has a short fuse, gets furious and comes unglued when a sev 1 problem hits the team, as it often does.

Are We Just Grouchy People?

By Susan de la Vergne
Have you ever noticed how often we’re dissatisfied about how things are going or about what other people are doing? People are stupid / wrong / mean / impossible. Systems are slow. Traffic is a nightmare. Management doesn’t get it.