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Tech Leadership Weekly

Issue 94, December 13, 2017


I've come to the hard decision to take a break from publishing Tech Leadership Weekly. I began this project as a personal journey: to publish something with regularity. I had recently moved into my first management position, and despite having a great boss (thank Justin), I had no formal management training. This newsletter was a way for me to learn and improving my skills as a manager.

Over the past two years I've been let go, freelanced, joined an amazing team, been acquired, and promoted back into management. Through it all, I've had the consistency of this newsletter. I want to thank each of you, the readers, for reading. I appreciate each, and every one of you.

As for what's next, I'm not sure. I'm passionate about helping technical teams deliver value. I'd like to find a way to talk about the work we do in a broader context. I'd love to hear what would be valuable to you.

Thanks again to each, and every one of you. You don't know how much I've appreciated your time.

- Jason
Jason Vanderhoof

For the last issue, a couple of the most popular articles I've sent out:

Chad Fowler
Rule One of Management: First, Do No Harm

Just as healthcare professionals are taught the concept of "first, do no harm", so should managers (or anyone in a position of power over another individual).  As humans, we inherently want to act when faced with a problem.  It's important to first, take a step back and ensure your actions don't have negative, unintended consequences. Rarely does a boss being out of the office result in a screwup. An offhand command or quick initial comment is far more likely to cause unintended damage.

Reading Time: 3 minutes

Chris Dodds
How to lead without authority

True leadership isn't about authority, it's about presenting a vision of what needs to be done and providing the space and support to your people to get there. Asking for help (and meaning it), is a powerful tool. It shows someone they are important, and you trust them. Control and authority are illusions. Empathy and vision are the the real tools of an effective leader.

Reading Time: 7 minutes

Jeff Haden
8 Signs an Employee Is Exceptional (Which Never Appear on Performance Evaluations)

There are a couple of characteristics that separate the good employees from the exceptional. Exceptional employees take a holistic view, and help well beyond their job description. They think a little differently, but can rein those quirks in when the situations requires them to be part of the team. They praise people in public and disagree in private. Exceptional employees ask questions when others aren't willing, or are scared to. They are self motivated, constantly exploring and improving, and like to prove other people wrong.

Reading Time: 4 minutes

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