Atomic’s most valuable resource is our people (whom we call Atoms). It’s our goal to provide them with meaningful work, pay a fair salary, live
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People
Sacrificing Robustness for Expediency – A Story about Fragility
“A plan that’s too dependent on any one person is too fragile.” Derek Sivers Pairs of people working together make a project or situation more
Inheriting a Team Successfully by Managing for Growth
As leaders within organizations, we rarely get to start our own team from scratch. We receive teams as they were formed. Often, we have limited
Bringing your whole self to work
Do your employees bring their whole selves to work? Can they? Can you? If not, you’re in a lose-lose-lose situation. The first loss is the
Jazz and the software company – A choreography of chaos and order
The longer I’m in leadership, the more I become aware of a simple, but harrowing fact: The best leaders in business improvise. A lot. In
A milestone reached in Atomic’s goal to employ more women
We’re approaching a significant milestone in our company initiative to employ more women. When our last Accelerator member joins in mid-July, 25% of Atoms will
Firing people: feelings, perspectives, and practical advice
This is a summary of what I’ve learned about firing people. I’ve had to do that difficult, unpleasant, but occasionally absolutely necessary task 12 times,
Succeeding with outside leadership hires
Many companies only promote from within for leadership positions. My own experience confirms the wisdom of this approach. Recently, we found ourselves taking a different
Embrace and resolve your fear, uncertainty, doubt and anger
It seems an inevitable part of the human condition that we hurt each others feelings, confuse our friends and colleagues, anger or worry people close
Sustainable pace is a smart long-term strategy
In the late 1990s, when Kent Beck included “40 hour work week” in the original 13 practices of Extreme Programming, it was in the context