One of the things I’ve learned about helping people work well together in business is the power of naming your values, ideals, and expectations. Wielding
One of the things I’ve learned about helping people work well together in business is the power of naming your values, ideals, and expectations. Wielding
I recently avoided a mistake I’ve made plenty of times in the past. The mistake I could easily have made was in how I reacted
The absence of something bad can be just as valuable to your company as the presence of something good. The trick is, it’s hard to
Great Not Big is about what I’ve learned from building and running a software development company. It’s taken me a long time to clearly understand
Oh; tears. That’s ok. We can keep talking in the meantime. That’s how I’ve handled tears in the office. Most of my experience comes either
I believe in transparency as a philosophical basis from which to run a company. The resulting trust, loyalty, buy-in and contributions of your employees more
One of my take-aways from Bob Sutton’s book, Good Boss, Bad Boss, is this observation: everyone watches the boss. I’ve been a boss long enough
The New York Times recently published excerpts from Adam Bryant’s new book, “The Corner Office: Indispensable and Unexpected Lessons From CEOs on How to Lead
I’ve made a bunch of mistakes and learned just a few things in ten years. From a simple desire to find better ways to build