Techstamina Quotes!


  • Sixteen years in a new century, with all its turbulence and shakes, tell a good lesson: unless we turn our focus to our People, I mean their morale in the first place hence their QPS (That’s work Quality, Productivity and job Stability), then software development game will be turned into a software “underdevelopment” one. Period.

(27.12.16 - m.s)

  • A Team that does not self evaluate its performance seriously, openly and transparently in Lessons Learned Session(s) subsequent to every single project, failure before success, is simply allowing its weaknesses to propagate, its strengths to dissipate, then it value to degenerate. Period.

(10.12.16 - m.s) 

  • The Golden Advice in fighting "Boredom" in development teams: move with your people from just execution to the space  of "ideation". Make a Think Tank for developing and improving whatever repetitive tasks of what they may be doing.

(30.11.16 - m.s) 

  • Forward thinking gives you the edge. To some people, it looks like a  luxury that they don’t need “today”. The forgotten fact here is that our industry’s pace just filled the gap between tomorrow and today. Thank God if you have competitors of that  are of that “totally realistic” class, as  you will easily leave them in the dust, just being able to see a few miles ahead, and stick to your innovative new ideas.

(7.11.16 - m.s) 

  • Fear is the number one enemy of creativity and cognitive work. It simply “dulls out” a good portion of the brain cells, leaving the remaining fraction to engage with cognition and creativity, of course, less effectively.

    Effective leaders are there to kill fear in their people. Their weapon is simply “Courage to Delegate”. This is the subtle and clever weapon of showing respect and building trust with people, thus shredding their fears away!

    The golden rule in delegation is “Be brave enough to delegate to your people when you feel that she/he can do  it 80% o.k, then coach and teach on the rest”. That way, you not only kill fear and make people, but do a good investment in people to save your time for more effective leading tasks. 

(10.10.16 - m.s) 

  • Reading in your domain of specialization as a practitioner should be different from student or collage learner’s reading. Reading as a practicing professional should reflect some merits  of Critical Thinking. Actually, not all what’s there on pages, electronic or paper or voice, is a mirror image of what we meet in reality. As your practical journey extends, you must build your judgments grounded on you what  see and do, not just what you read. Subject you readings to actual practice, melt them together and see how it works, or even doesn't!

(10.10.16 - m.s) 

  • A non-crying just born baby is probably a dead, or at least badly sick, one. The birth cry IS a sign of life and existence, not grief. It’s because we, humans, leave our comfort zones in the uterus to a world of new challenges and conflicts that we must learn how to face, and surpass. This is an important lesson for us when we engage in work life after all these long years of education and support by others.We must let the world hear and feel that we are here through what we can learn to do, and actually do.

    (19.9.16 - m.s) 

  • A Customer controlled development project is an early sign of a reactive stance for the development team. This is again an early sign of either failure of limited success.

       ( 5.9.16 - m.s)

  • You know what is “Mediocrity”? It’s Very rare when I talk to non-English speaking teams that I find them familiar with the term. If you are in software development and you have no idea of what that is, then you’re just unaware of your enemy, standing behind 90% of your and your team’s pains! Let’s define it: It’s the lack of passion  towards what you do, meaning simply faint performance that impedes creativity. If you are a developer, your task is to build an sort of “internal environment” that helps you crack it. If you are a software leader, your task is the same, added to that your responsibility to help others do.

  ( 29.8.16 - m.s)

  • The Enigma of Collaborating Minds! Hands can easily  and naturally collaborate. They have no biases or prejudices when they carry one weight, for example, but not the same thing for minds when they work together to solve one problem. They do have their egos, their biases and prejudices that make collaboration a rough ride.  Unless well trained and  tactfully led, collaborating minds tend to be a mess rather than a bless. 

     ( 23.8.16 - m.s)

  • When you motivate others, be careful to differentiate  between Motivation and just Elation. We sometimes just elate people and then claim that we motivate them. Elation is just a short term “spark” of happiness and enthusiasm that may take us for nothing  but feeling good. Motivation, on the other hand is a long lasting charge of power, enough to push us to do something useful for the self, the  other and/or the community.

     ( 16.8.16 - m.s)

  • There is nothing to call that she/he was "promoted" to a leader. TRUE Leadership is not granted from upwards. It is acquired as matter of consensus of followers.

     ( 8.8.16 - m.s)  

  • Don’t believe that leaders have to be “naturally” charismatic! A Leader makes her/his own charisma through the positive impact he/she causes to the lives of his people. Natural charisma relation to  leadership is just catalytic, in the sense that speeds up the jelling between a leader and his followers, but  is not a necessity for jelling to happen.

    ( 1.8.16 - m.s)  

  • Unless we turn our experience into ready-to-use, or at least somehow semi-finished solutions, to “coming”  problems, it becomes economically worthless. Like it or not: The true value of experience is when it shortens the solution development cycle.

    ( 25.7.16 - m.s)  

  • People Reengineering again! Said is the spearhead of any successful organizational change, so let’s define it this time. It’s actually a process that goes in tandem with the main production process of the organization, through which people’s behavior is consciously and transparently  monitored, for the purpose of encouraging positive initiatives, spotting negative attitudes and fixing them with the right actions. Conscious and close leadership is the key player in all that.

    ( 18.7.16 - m.s)  

  • We keep talking about reengineering in business world:  Business Process Reengineering and more generally  Organizational Reengineering, expecting leaps in performance to follow the change. Believe it or not, no such big change is expected to make a difference unless spearheaded by People Reengineering. It's our behavior that need to be revised before any true results are talked of.

    ( 11.7.16 - m.s) 

  • Imagination is not a luxury, neither a fiction. Imagination, in reality, is our  passage to creativity. Without it, we  remain bound to  solutions in the non-creative domain of thinking. These do nothing for complex, real world challenges.

    ( 4.7.16 - m.s)

  • Absolute  job satisfaction is hardly attained. It becomes a solid reality only when your work environment becomes from you interior.  And that, again, becomes possible only when one gets attached to what does: its value and its importance, aside of any externals. I call this  The Pinnacle of Professionalism.

       ( 27.6.16 - m.s)

  • "Working knowledge" is very different from just "knowledge". One is dynamic, the other is static. Unless you turn your knowledge into working knowledge  by exchanging it, judging it, and scrutinizing it through field experiences , it gradually diminishes and degrades in value. Think of what to do, with what you know, all through!

           ( 20.6.16 - m.s)

  • "Business Engineering " remains just  one more buzzword denoting some sterlie notion , until superseded by  something called "brains re-engineering".

           ( 9.6.16 - m.s)

  • If you’re aware of concurrent programming, there is a state of “livelock” in our lives too.  Well, if you are not, just imagine that your life is a mix of concurrent threads. These threads can keep hitting each other and setting each other active and even too busy. Too busy actually  to make a progress, and so we can be. Make sure that you set priorities and keep them viable to avoid this non-productive extreme business, called livelock!

           ( 2.6.16 - m.s)

  • The way we respond to pressures is what determines their true magnitude, and not the reverse. Period.

           ( 30.5.16 - m.s)

  • Genuine creators carry their work environment “inside” them. For such talents, I’ve always found that the desire to create beats any difficulties related to their work environment. I’ve always called that an “intrinsic” positive environment that waits for nothing to create and flourish. Greatest poems were born in cells, and industry breakthroughs popped out of dull cubicals , and even garages or containers.

( 19.5.16 - m.s)

  • Whatever the buzz around you, The only truest and most reflective quality certification that one can ever get comes from one single institution: His Customers. Period.

           ( 22.5.16 - m.s)

  • One big problem with time is that it goes unseen, and sometimes unfelt. You can't manage what you can’t see or even feel. The first step to get some control on the way you spend it, or management it, is  to have a means to  “reveal” it, that is simply record it. Keep a record of your activities somehow, at least at work. This will make your time “visible”, then (probably) manageable.

           ( 19.5.16 - m.s)

  • The way to increasing our “value” passes through the way to increase our “values”. The few who understand that are the few who last longer with success.

           ( 12.5.16 - m.s)

  • Mobile technology made us mad about “Selfies” . The downside here is that the concept takes us to get self-focused rather than getting involved with the  big picture. However, to take the crop of it is still possible. Just learn how to do “Selfie-Improvement". This exactly is where the new little technology is deemed to benefit you, and others on site, alike.

           ( 5.5.16 - m.s)

  • The merit of successful interviewing is “transparency”. There has to be no ”Arts” here! An effective interviewer is that one who can lead the event to complete transparency. No showiness from either sides, no over promising from the interviewer, no fallacies from the interviewee. I’ve seen it in many cases that we don’t get the barebones picture, from either side, on the interview, which has always proven to be a sign of an unsuccessful, short-lived employment in any case.

           ( 28.4.16 - m.s)

  • On your way to self-improve, there must be a moment when you feel the need to improve others. This exactly is the moment of your leadership. Unless you get that feeling sometime along your career, be sure that you will not make a real leader. Employers should be the first to know that.

           ( 21.4.16 - m.s)

  • In any conflict, or at least tough negotiation, your hidden weapon is to sharpen the focus on the “points of agreement”. Find them, however simple or elementary they might be, then orient all others up there. Stereotype them and exert some efforts on that. What you’re doing is simply providing a source of positive energy that may help to balance out the negative fields emitted  from the points of conflict.

           ( 14.4.16 - m.s)

  • The Virtue of Leadership: nurturing small ones. The Sin of Leadership: breaking the small ones.

           ( 9.4.16 - m.s)

  • Crossing from the 20th to the 21st century has witnessed a sharp change in business “moods” that made it much like crossing the sound barrier in flight, with the shockwave that rocks things around. The biggest mistake is that we always think of that being attached to technology only, while it’s really not. The word “moods” would describe that better. Changes encompass other intangibles like pace, work values and relations and market dynamics. Those who can cross that technology fixedness in their thinking will do better with the shockwave.

           ( 7.4.16 - m.s)

  • Believe it or not! In an overwhelming majority of the cases, our job-satisfaction is determined, unconsciously, by an intrinsic motive called self-fulfillment or realization ahead of  that “extrinsic” job-satisfaction thing. This self-fulfillment, in turn, is directly proportional to the "quality " of what we deliver, our sense that it matters, and how competent we are there. So it’s "quality" before and after.

           ( 31.3.16 - m.s)

  • For software people only: Code is as clean, and clear, as the brains who wrote it.
    Software is as robust as the people who make it.

           ( 27.3.16 - m.s)

  • Success is nothing but turning a“hope” into a fact. Great success comes when we take  “dreams” into reality. In all cases, what we need is not just the will, it is essentially the energy or the power to realize success. And, of course, energy must have a source. Actually, to succeed, our mission in life is to discover that source and keep energy flowing from there into our souls. This process is called "motivation", "self-motivation" in fact. Unless we possess the tools and the will to exercise it , our success will remain pail, and limited, if any.

           ( 24.3.16 - m.s)

  • Golden rule in employment: When you get hired by someone, rest assured that he's expecting solutions from your side, and even well ahead of any problem! Period.

           ( 21.3.16 - m.s)

  • Business of today: A battle without hostilities. Period.

           ( 19.3.16 - m.s)

  • In software development, Quality is a mindset, not a “document set”. We should implant that into our developers' characters, not just print as operational documents.

           ( 17.3.16 - m.s)

  • Although it carries that prefix "self-", what makes "self-making" really unique is that it's inspiring to "others".

           ( 12.3.16 - m.s)

  • Believe it or not!
    The richest, and most respectable, experience to humankind is "self-making". It's where God's guidance, gifts, and individual's persistence shine all together to benefit others.

           ( 12.3.16 - m.s)

  • One of the major paradigm shifts for business in the (20 + 1) century (Prefer that terminology if you're still not feeling the centurial flip!), is that the major goal for making business has shifted from making just profits s to making "lives". Period

           ( 10.3.16 - m.s)

  • The biggest mistake when trying to institute quality in software, is that we think of the process first. Quality is implanted in people before anything, and not paper. That's where it should go first.

           ( 3.3.16 - m.s)

  • Hey Software Employers! Rest assured that work loyalty is mutual, and infective. If you are large enough, it's even epidemic.

           ( 25.2.16 - m.s)

  • Teams’ output is all about energy. We either add or take from that, nothing in the middle. A leader’s main skill to detect, try to pull up and probably isolate negative “chargers” in his/her team. If you are to lead, you must always think of and revise your tools for the mission.

           ( 11.2.16 - m.s)

 "Human" Perfection is nether "Utopian", nor "Damn Expensive", once you get a grip on "Readiness". Left to define (precisely) what's that Readiness.

           ( 9.2.16 - m.s)

  • Greatness, when coupled with humbleness, signify great souls. Great minds are worthless in the absence of great souls. And, No great Job can be achieved in the absence of either a great mind, or a great soul.

           ( 4.2.16 - m.s)

  • Have you ever heard of that concept of  Business Friction? Let’s define that:  “It’s the loss of people’s power, caused by unfavorable working conditions, that consume their energy in unuseful efforts”. Like in physics, a team’s efficiency is by far determined by how much that is, and how successfully we can avoid it.

           ( 28.1.16 - m.s)

  • My quick KPI to the effectiveness of any delivery team is how much "politics" it emits. Actually, the inside politics is a major detractor to creativity and productivity, consuming energy to produce just heat, nothing else. Avoid it. How? Simple! Just get transparent, be focused on mission, no more, no less.

           ( 21.1.16 - m.s)

  • Dying is when stop trying. Period.
    (developer's life theme).

           ( 19.1.16 - m.s)

  • "Teammateship", is new term that I coined and use frequently to describe the quality of one’s ability to jell in a team. Main thing here is to be able to get inspirations from others, and give them that too.

           ( 14.1.16 - m.s)

  • An empirical rule in software development that never let me down: The "cost of perfection" is much less than "savings by imperfection".

           ( 10.1.16 - m.s)

  • At one time on the timeline of this business, Change in requirements seemed like a nightmare to people developing professional software applications. Today, things are pretty much different from that. In short, unless a software team is built to accept, tame and respond to change, chances are minimum for its success.

           ( 7.1.16 - m.s)

  • True leaders don't stand waiting for their men (and women) to be hired for them. They, instead, make them. Period.

           ( 2.1.16 - m.s)