My Quotes!


  • We software people, both employing and employed, can easily fit into two main species: Career Builders and Job Snatchers.

    Builders are those seeking a well-balanced "developmental" work relation that targets the best interest of both sides and lasts long enough to make a positive difference for both.

    Snatchers, when employers, usually look for people that fill in some vacancies to get some job(s) done, but nothing more.

    And when they, snatchers, are on the employee side, they are just looking for job, not a career, lasting short enough to immaturely jump to a next vacancy somewhere. The makings of a career comes next, and actually never comes.

    When builders meet builders, this is exactly when chemistry plays best for a developmental process to occur. That is a win-win situation.

    When snatchers are involved on either side of any employment equation, rest assured that a conflict lies ahead shortly enough. No matter the benefits that may seem to either party. On the longer run this is a lose-lose situation.

  Avoid the snatchers!

(14.11.2019 - M.S)


 

  • We all like a word appreciation. It keeps us energized, right? But rest assured that the most meaningful, valuable and the scarce to get in the same time is that from your peer(s).  Actually, it reflects quite a lot about the maturity of your professional behavior as a team worker. Period. 

 

(10.11.2019 - M.S)


  • The biggest pitfall in our mentality today is when we think according to the old adage that says “Business As Usual”.

 Never do or say that, it's not for us!

I’ve coined my modern equivalent for technology people: "Business As Unusual". It works better for our case!

 

  (7.11.2019 - M.S)


 

  • Historically, the software organization has evolved through three main stages: The Labor Capital organization, then the Human Capital Organization  to mature recently (supposedly) to the Talent Capital Organization.
    The first transformation (from "labor” to “human” ) happened when some players distinguished what they do as cognitive type of work, and not just “work”.
    The  second uprising (from "human” to “talent”) came when fewer players started to reevaluate our type of work as innovative creative activity.
    The best employer to join is of course that who admits talent capital as a business strategy, maybe followed by the human capital organizations.

   We need to be aware of this fact, and find ways spot those who crossed the stage of "Labor Capital".


   (4.11.2019 - M.S)


 

  • Process alone, however precise and strictly enforced, will not bestow quality on products/services. Quality is actually fostered not only by competence but even by behavior of people in charge of the job. Quality is a human desire to self-actualize, in the first place.

   (1.11.2019 - M.S)


  •   Decades ago, the big west (U.S) once invaded the global culture with film making industry. Now it's doing it with "Tech Making" in place of film making. Gates, Jobs, Musk and so on are the new Peck, Quinn, Pacino, De Niro (and you name him/her) , and Silicon Valley is the new Hollywood!

   A rebirth for a new industry invading the hearts, the minds, the pockets and even the bodies.

   (24.10.2019 - M.S)


  •  If you don’t get performance somehow "measurable", you may get it somehow “miserable”. Period.

   (22.10.2019 - M.S)


  • You know when we fail? It’s exactly when our goals are out of reach for our Radar beams, or are blurred, or are out of range for  our missiles! Let’s keep them visible on our Radar screens, , viable, trackable and within range for our aiming systems, all the time. This is essential for the right hit.

   (22.10.2019 - M.S)


  • Technology people live in the middle of unstoppable blast of attractive buzzwords. But what really matters is changing some of the nicest of these buzzwords into useful realities.

    (17.10.2019 - M.S)

 

  • The Tail of The Three “Ships”!

    In our productive lives as software people, there are three “ships” that we must master how to sale in the troubled water in order to reach success in every stage of our careers. These are: Craftsman”ship”, Leader”ship” and Teammate”ship”. Study the three “ships” and make sure that you can navigate them to the right destination along your career journey.

(10.10.2019 - M.S)


  • An Organization is doomed for failure once it fails  to differentiate between "policies"  and "politics". Period.

(24.9.2019 - M.S)


  • Building Capacity is a buzzword that grabbed organizations' attention for decades. Just great,  that's essential , but! Now Time has come to speak Building Loyalty  ahead. Defining loyalty is a challenge on its own. More challenging is charting a safe and sure course to reach it. We usually take folkloric ideas to do that which often, and particularly under contemporary changes, take us nowhere.

   Software People: Please Think Human Capital.

   Period. 

   (28.8.2019 -  M.S)


  • There is no harm whatsoever if your power is gasping behind your goals, even if you don’t achieve them. The gain is still there, and is really huge though very subtle: It’s "unleashing your powers"!

    So never get shaken, and keep your stamina up! Rest assured that other, and may be greater, goals are always there, awaiting for your achieve. Just go and get'm.

    Period.

          (17.1.2019 - m.s)


  • Tough targets avail themselves to those who really insist. And if they don't - the targets - they often come back with better alternatives to those who deserve. Call this the "Law of Perseverance".

   (24.12.2018 - m.s)


  • It’s crucial that we, especially those of us newly joining development market as professional developers, differentiate between a “job” and “a career”. A Career is a continuous  path of developing professional skills, attitude and character that should end up with improvement in someone’s life as a whole. A Job is just a point along that path.

When you join an employer, pick that who is offering you a Career, not just a Job.

   (21.11.2018 - m.s)


  •  No one is too big to fall. And no one is too small to begin. Once the good reasons are there. Period.

 (4.11.2018 - m.s)


  • Software delivery is a battle! While in war battles destroy for victory, in development they build for a win. The software delivery battle, unlike that in war, strives to end as win - win and not win - lose. Our enemy is, certainly, not the customer, it's actually the notion of "failure". The Idea of battling, therefore, suggests borrowing some damn well tested tactics from warfare to software project management. This little trick, when used tactfully, sharpens performance of people and enhances their sense of value in what they do. Guaranteed!

(14.10.2018 - m.s)


 

  • Watch this important software team leading formula (or better "constraint"):

Leadership -  Maturity = Disaster(s)

Where "maturity" does NOT imply Age  , but implies Team Containment.

(10.7.2018 - m.s)


  • Diversity can simply mean vitality. Teach  your team people how to recruit their differences, and help them to harmonize and synchronize.

(13.6.2018 - m.s)


  • If you're one of those who love to get motivated by carrots, then you must agree to to be controlled by a stick! Carrots and sticks are two wings of that same old motivation strategy that fits only in a circus. See what motivates you, to know if you deserve to be autonomous and enabled in a job.

(9.5.2018 - m.s)


  • One time, innovations in technology used to seep slowly into our business lives. Gradually, they changed their pace, and with it, the pace of change not only in our businesses but also in our lives be that individuals or communities of any nature. Even our homes and bodies are there in the list! Today, the pace is beyond imagination, and the transformation is “Tsunamic” if you accept the bizarre term. Digital Transformation is happening, so Transform or Die. Period.

(12.4.2018 - m.s)


  • Experience is “smartly” practiced knowledge. Practice alone does not fruit Experience, unless it’s really smart. Smart practice happens only when we learn from what  we do, and crop lessons out of that as individuals and/or teams. This  process of self guidance accumulates valuable nuggets of do’s and don’ts along the way of our practice, which really makes our practice worth calling  Experience.

(10.4.2018 - m.s) 


  •  If you are unable, or unwilling,  to change something in a business, just call it a "Culture"! "Culture" is one of the most abused words in business today. Period.

(24.3.2018 - m.s)


  • Pareto's Law, or the Law of  The Vital Few, or the (20/80) rule applies to development teams like it does in almost all other communities: 80% of the outcome is mostly contributed  by the 20% of the working community. It's a leadership essential to be able to discover those contributors through keen observation, free of any biases or prejudices, polish their competence for leadership and delegate for increasingly sounding leadership tasks. This should not replace efforts to help the rest to promote their competence and desire to catch up with the few, depending on their capacities and desires to be there.

(24.3.2018 - m.s)


  • Hey Software Managers!

"Deadlines" should not mean "Dead People" in any way. Learn the art of taming pressures and turning them into bearable challenges. Period.

(2.1.2018 - m.s )