Displaying episodes 1 - 30 of 86 in total
A special celebratory episode: The Tech Executive Operating System is coming out this week!
What did you just say?
Too many slam dunks are not always a good thing.
Sometimes, the root cause just isn't enough…
Are you investing in your most important asset?
What have you been waiting for?
You have to take the lead to be a leader.
For effective self-growth, you have to make sure that you know how to let go.
Sometimes, all you to break out of the box is a better definition of that box.
"How are you doing?" "Busy busy busy" — If that's your default response, this episode is for you.
You want to amass technical assets rather than be consumed with handling your tech debt.
Are your views and ideas constantly challenged, or are you surrounded by people who cannot help but think the same or are afraid of speaking up? Burst out of your bubble.
What can you do to increase the chances of serendipity happening and increase your executive leverage?
What voids are being formed around you, why your team is sometimes like sponges, why your management team is on the catwalk, and what's the law of culture accumulation?
Are you being clever just because you feel like it?
Sometimes, we have more power than we realize, and we abuse it.
What can a group of strangers who speak different languages teach us about collaboratively accelerating learning?
How can you quickly spot issues in your organization? Organizational smells are like coding smells for executives.
Seniority's not merely about technical proficiency.
Sometimes, you have to draw a line. Other times, you should move on. Which is which?
Sometimes, merely preparing for the worst is actually setting your team up for it.
Are you practicing coaching at the right levels of your organization?
Are you too going into executive lockdown? Stop it!
Are you content with your once a quarter hackathon that you post on social media? You shouldn't be.
You may have promised something, but did you promise to follow-through?
Are you too gravitating towards a Goldilocks kind of thinking?
What will you achieve?
Why would your engineers care about the business impact if it's never relayed to them?
With great responsibility should come great power. Use it.