Editor’s Note: Since this post’s publication, Atomic has refined its approach to our “Rainy Day Fund.” Keep checking in on Great Not Big as we
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
Expecting perfect understanding from your writing is a leadership pitfall
I write. They read. Some people are confused or upset. They complain. I’m frustrated. Live through this cycle a few times and it’s tempting to
Software project budgeting is more than estimating
We make successful products for our clients by maintaining flexibility in our process, folding in what we discover and learn as we build. We make
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
Sharing culture with new employees via a retreat with the founder
I recently spent 24 hours with four of our newest developers, all very recent grads. We ended up calling the time we spent together a
Silly names for important things – the power of naming abstract ideas
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
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
Company culture maintenance: Adding a 6th Atomic value
I’m the founder of a company that I hope thrives well beyond my lifetime. Part of my job these days, fifteen years from our creation,