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Why manage?

No matter what your job title is, you can write such good documentation that anyone can jump in and ace something on their first try. You can yank the chain when you know something’s not right. You can create a safe space for honest feedback, for figuring hard things out, for talking your buddy through a nightmare situation.

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I provide context and share what I know

When you provide context, you’re explaining how to interpret a raw piece of data. It’s walking through why something is happening, or how it happened, or what’s coming next — why not all three? There are lots of opportunities to provide it outside of explaining stats on a dashboard. These are some of our favorites.

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Listening to a problem without solving it

So often we’re kind of trapped: on one side is our team, telling us that they’re unhappy, or that there’s a problem, or that something isn’t fair; and on the other is an entire institution that keeps on chugging along. There’s just not a lot of wiggle room in that space, which is why a lot of the time we wish the people on our teams could simply STOP COMPLAINING.

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So, you’re on the hiring team now

The point of any interview is to get concrete evidence that the candidate can or cannot meet the expectations you have for the role on your team. If you’re the hiring manager, you’ve got to calibrate with your team on what the ideal candidate will demonstrate, and what are dead-in-the-water dealbreakers.

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Are her clothes holding her back?

Do you think it’s true that the way we present ourselves can dictate a lot about others’ perceptions and therefore our ability to move up in an organization (especially when getting into leadership roles)? Or am I focusing on the wrong thing and being judgy and sexist?

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