Have you ever done things that you regret or that you feel sorry for? Have you done bad things or things that are socially unacceptable and wish you could undo them. Well, I have. And I have seen other people. Maybe you said something like “I’m sorry” or “I apologize”. But isn’t that just a really easy way out of the feeling of guilt. I think an apology or asking for forgiveness is somewhat egotistical. There are—in my opinion—better ways to deal with such a situation.

Continue reading “How to be sorry—the right way” →

If you are a business person, chances are that you have read the Lean Startup. It is a famous book about startups that advocates building a so-called Minimum-Viable-Product. The idea is that instead of investing a lot of money in a new business, you just test it out first. You build a minimal product that is able to test how your product will resonate with the market. Only when you find so-called “product-market-fit”, you proceed with investing more. Well, sounds good, but don’t be mislead.

Continue reading “Are MVPs an illusion?” →

When you read a lot of books or watch a lot of videos about leadership and success, you probably find some pieces of advice that are repeated over and over again. The may sound logical. Unfortunately for me, they have not brought the promised rewards. Some were even counterproductive. To be clear: This is just my personal experience. I do not claim general validity.

Continue reading “Common beliefs that turned out to be untrue for me – at least partially” →

When managers consider training for software developers, they usually use the wrong entry point. Typically these trainings are about technologies, sometimes about methodologies. But both approaches are toothless for several reasons:

• First of all – the need for training in a technology is usually a red flag. It doesn’t mean, that technology trainings are useless altogether, but normally a good software developer should be able to train him/herself most of the time in the relevant technology.
• Trainings in methodologies are more effective, but most of the time the new learned methodology isn’t set to use after the training.
• There are several other skills that are more important for success and are usually lacking.

And point three is what this article is about.

Continue reading “Developing Developers” →

As a manager in a technical field, I always have to deal with a great amount of uncertainty. Most questions cannot be answered with certainty: Will a technology still be relevant in 5 years? Which software architecture will fulfil future requirements? Which developer should we hire? Which project should get priority?

I’ve identified several patterns and algorithms to deal with this uncertainty and would like to present them here.

Continue reading “Dealing with uncertainty” →

When you read a lot of books on success or watch a lot of videos about self-improvement and the like, like I do, you probably have heard about the “compound effect”. I don’t mean the book, I mean the phenomenon. It’s that positive results compound over time—like compound interest—and increase your success exponentially. Well, while this sounds appealing and might be true in theory, there are several reasons why it might not work out to make you “massively” successful, as the authors claim. Continue reading “Why your success is not “massive”” →

Some years ago I had a realization: There are people who play small and people who play big and I was a small game player. During my professional live I’ve worked hard on my skills, so it was not a skill problem. And I’ve always invested time in things that would pay off later, so it was no problem of urgent vs. important vs. significant. It was just that all the progress I made felt somewhat limited.

My thought process about big and small game started with a feeling. At the beginning there was no “concept”. But I started to continually reflect about whether the decisions that I were about to make where big or small game and then decided to go with the option that “felt” more like big game.

But of course after a lot of thinking, I’ve identified several key indicators to distinguish big game vs. small game thinking. Continue reading “Playing the Big Game” →

I think getting used to being overwhelmed is a leadership skill. Several times a week a difficult situation occurs and in the first moment I don’t know what to do. It can be many things. Maybe there are too many open issues and too little time or there is a new and unexpected problem or an unfulfillable demand from a stakeholder.

What I have figured out, is that the feeling of being overwhelmed is simply that: a feeling. It has nothing to do with facts. It’s just the emotional impulse when something unexpected or overwhelming happens for which I don’t have a solution at hand. So as always: I use an algorithm for that. Continue reading “Being overwhelmed” →

Dealing with negative feedback or criticism is one of the toughest challenges for people in the work place and rarely have I seen people that can handle it well. Most people get defensive, some get angry or discouraged and very few are grateful for the feedback they just received. So here are some things I do, to deal with criticism effectively. Continue reading “How to deal with criticism” →

There is an excellent TED-Talk by Rory Vaden about how to multiply your time. In short it is about investing time today in a way that will save you time tomorrow. So it is about investing time for long-term results. I have always been a long-term thinker and have always acted accordingly. I always try to invest my time for long-term time-profits. It’s the same with money. You can spend money for immediate pleasure or you can invest it for future returns. And although I still think that investing time and money for a better future is a good approach, there are two problems with that. Continue reading “How to invest your time properly” →