Techstamina Quotes!


  •   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 )

 


 

 


 

  •  Have you ever heard about “The Cancer of Leadership”? This is nothing but “Poor Leadership”. It propagates inside the organization from one generation to another, as poor leaderships (actually “null” leaders) create only weaker species of their kind. Actually, it strikes the organization when it ignores the factor of “character” on choosing and developing its leaderships.

(4.12.17 - m.s)


  • Simplicity in a product gives a clear clue to some  excellence in its design process.

(30.10.2017 - m.s)



  • You know something, I used to tell how competent a leader is just from one simple KPI: The faces of his/her people. Miserable or unhappy people reflect a deadly sang in someone's leadership. The funniest fact is that some unworthy so called leaders think it the other way around!

(23.10.2017 m.s)


Refactor your life! The golden rule here is "never say except what you do". One of the very basic things that inspire me this is when we talk about “Time Management”. Oh God! when I see some guys preaching it, I feel like listening to a preaching devil! Period.

(6.8.2017 - m.s)



  •  
    In an orchestra, would it be sufficient for a player to perform just  by reading the notes in the score on the stand right in front of him/her ? Could be, but what’s dropped here is the value of that spirit that adds tangible quality and effect to the melody. This kind of spirit comes only through the role of a leader, here a ”conductor, while the score alone is just the “process”. A process without vivid and lively leadership will miss synergy and the value of common joy in orchestration.

(19.7.2017 - m.s)


  •  You know what is “Toolosis “ (like neurosis)? This is the word I use to describe that  disease of people being obsessed with newness in development tools much more than they are concerned with their ability to excel with the ones they already know. Turning your focus (and your worries) out there to the end product is a sign of maturity. Try to catch with the new as far as it will not absorb your power to employ what you know to engineer better output.

(26.5.2017 - m.s)



  • I’ve always seen an interview, especially of a junior, more than just a "suitability check". It’s an event with a message. That message is not just “How good are you for the job?”, but “How far are you ready to let me make you better with the job?”. Period.

(3.5.2017 - m.s)


  •  The key to a distinct software process in today's business environment is simply "welcoming change". Only those who see change as "opportunity" will distinct, and those who still insist to perceive it as an "obstacle" will, with calm wording, will suffer. So, go ahead and tune your software process for welcoming change, and throw software folklore behind your back.

(20.4.2017 - m.s)


  • If you are keen to win the software development battle of today, you have no other way than winning your "People's Battle". It's not an easy one, because it involves a lot of forward thinking and critique to good old trusts of folkloric recipes.

(11.4.2017 - m.s)


 

  •  The ultimate success for a software development team is when their end users  become more competent in using their products than those who made it.

(30.3.2017 - m.s)


 

  • Professional attitude (not just technical competence and experience) should flow, circulate and get refreshed in the software organization like blood in the human body. Software organization is as lively as no other business.  Keeping Professionalism viable  through it at all levels, at all times is the only way to ensure productivity, happiness and maturity of its people. People Re-engineering is the circulatory system that realizes this.

(9.3.2017 - m.s)


  • Our  big problem when we think of  humans is that we usually ignore change and revert mostly  to folklore and traditions rather than science and facts! Think of people today, leaving "filters of the past" behind.

(9.2.2017 - m.s)


  • Most progressive organizations strive to increase their overall performance by inserting either advanced technologies or tight processes. what tends to be missed is the enlightened leader that that can motivate and build an environment that leverages technology and the processes introduced. Some processes and technologies allow excellent teams to excel, and some processes and technologies prevent the mediocre from failing. It is the enlightened leader who can tell which approach is required and then build the environment that maximizes its performance. 

Gregory H. Mikkelsen.
Integrated Defense Systems, Raytheon

(5.1.2017)


  •  The Maturity of an Industry is the big picture of the maturity of its people. In an industry that enjoys such young age average and huge number of newcomers every year, getting those younger minds into mature professional performance becomes a priority for anyone who cares about the quality and reliability of the industry's product. This demographic  rule carries with it a bless and a challenge. The bless is that huge energy  poured  into software development community almost annualy. The Challenge is one of discipline  and  work values. The challenge falls on the shoulders of the seniors to get the juniors on the track, without harshness of impositions.

(5.1.2017 - m.s)


  • Saying goodbye to a year in the life of humanity and receiving a  new one, should trigger at least two questions in the minds  of those who “program”  for the happiness  of others. One: are we up to the big mission of making human life easier? . Two: what does the “other” represent to us?  

    The first question fires up maturity as the clue to success especially for those who are fresh in the craft. The second is the quintessence of teaming, which is there in the heart of our lives.

(31.12.16 - m.s)


 


  • 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.
    Period.

           ( 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)

 


 

 

  • The one that you usually forget to learn from is YOU! You won’t be able to learn from your own self unless you have that repository of “probably” sketched lessons of failures and successes along your way. That is what deserves to be called Experience.

           ( 31.12.15 - m.s)

  • Don’t be fooled by following steps of others to success. All what you can do is learn to avoid others’ pitfalls to failure, then, the rest will be your own aspiration.

           ( 24.12.15 - m.s)

  • Frustration is the shortcut to nowhere. Period.

          ( 23.12.15 - m.s)

  • The best simulation I see to a software team is an all-weather interceptor-fighter aircraft capable of taking loads while delivering payloads, lifted by two wings: Productivity and Quality. the engine that powers the whole show is Morale.

           ( 17.12.15 - m.s)

  • When you see a team, or manager, thinking of quality as a burden on productivity, rest assured that the disease is in “Readiness”.

           ( 14.12.15 - m.s)

  • One of the most wrongly taken notions, and in the same time accepted, in a development shop is the so-called "idle" time between projects. Could be the name "idle" that leads to that. Most of us take it as a "demobilization" time, whereas it should be taken as "remobilization" time. That's  what makes up our Readiness for the next challenge. Stay alert, people!

           ( 10.12.15 - m.s)

  • When mistakes happen, true leaders must know how to turn blame into advice, repeated mistakes into “mistake quota”, exceeded mistake quota into decisive actions, and finally, failures to potential success.

           ( 3.12.15 - m.s)

  • When sending someone out for requirements, don’t send just anyone with laptop or a ringbook and a pencil. People who discover the battle theatre must be competent enough to come back with information rich enough to start an assault of success.

           ( 26.11.15 - m.s)

  •   The software development craft is much like the hairdressing craft: fashions may change, but the demand is always there. So is the competence and the skill: they make new, or even old, things delight customers! What matters is the skill in the fingers (for hair) and the skill in the minds (software)!

          ( 19.11.15 - m.s)

  •  Whenever I start my day in front my screen, I feel much like a fighter pilot inside his cockpit. I get my engines running, pulling me up steep in a climb to a fierce daily dogfight against some enemy fighter called "frustration". To me , it's  just simply a "be or no be" battle: Either I shoot him down, or no next flight,  the next day.

          ( 12.11.15 - m.s)

  • Imagine this: Effective  HR function in today’s software development organization has the headcount of the complete staff! People of the legacy HR department should now be called The People’s  Department, whereas their function has become mainly enabling all others in there to help the rest to stay energized to achieve.

      ( 5.11.15 - m.s)

  • Early "fear of failure" can be more dangerous than failure itself. Simply, it generates a state of despair that can "realize" failure in cases where the situation is recoverable and failure is still avoidable.

        ( 29.10.15 - m.s) 

  • The ultimate success factor for a software provider, is when he becomes able to turn his service to a client from provisioning to partnership.

(25.10.15 - m.s) 

  • Human behavior lies behind that  phenomenon we call performance. We must learn how to "reshape" behavior in order to control performance.

     (22.10.15 - m.s)

  • In a world of "Business As Unusual", there is no compromise with effective leadership.The only substitute is called "Disastership".

      (21.10.15 - m.s)

  • Don't just do it!
    Question yourself all the way: What "value" did I add?
    That's the only way to exist in a world of "Business as Unusual".

    (19.10.15 - m.s) 
  • We must be agile, before we develop agile. Period.   (16.10. 15 - m.s)
  • We all know that Opportunity is mothered by Risk. Just Please add the father's name:  Agility. That is: Risk + Agility = Opportunity              (15.10. 15 - m.s)

  • One of the best techniques that I've found to make a report unreadable, is to write something in it!  (13.10.15 - m.s)
  • "Far" Dreams that come to fully alerted people are nothing but "Big Goals", they are truly "calls for action", and  , therefore, they are worth the toughest trials. (11.10. 15 - m.s)
  • A day without some improvement, in some direction, of some magnitude, is a step forward towards death. Death is actually nothing but the stoppage of human growth. (m.s)
  • In software projects, delivering Quality is very crucial  to avoid "Quantity" negotiations, that's "Scope" in our case. If you deliver compromised quality from the beginnings, customers exploit the weak position you put yourself in and press for more. That's usually where we all get nowhere. (m.s) 
  • When someone is leading a group of people, he/she is either adding or subtracting from their value, and there is nothing in between. (m.s) 

  • Great coders are those who got the magic talent of making themselves available even while they are actually absent. (m.s)
  • Knowledge is freedom to think. Experience is courage to act. (m.s)
  • In Any organization, there are three things that need "Management" to control: time, cost, and quality. The fourth and the most crucial to success, however, needs "Leadership" to  enable: that is People. (m.s)
  • Miserable teams cannot have "delighted" customers. Period! (m.s)
  • Do you know what "Business Cancer" is? It's "Fixedness in a madly changing world". (m.s)
  • People who "contribute" most to the turnover in an organizations, are usually those who stick longest with it. (m.s)
  • Effective leadership is not about letting people do what you want them to do. Effective leadership is about enabling your people do the best of their own.  And that's where it gets its "effectiveness" from. (m.s)
  • One of the most valuable learning resources available to us is our mistakes. We may pay for them a lot more than we do for trainings, but we can get from them far more, if we admit them! (m.s)
  • One wonderful KPI I deviced for myself to judge the efficiency of organizational performance: The Number Of Mails Exchanged On a Given Issue, until (hopefully) closed (NOMOI). We have a syndrome I once called "E-mail Wars"!. (m.s)
  • What truly determines one's fitness for leadership is not his/her willingness to lead, it's his eagerness to "serve". (m.s)
  • Experience is born to Knowledge. The father is named "Practice". The "smarter" the parents, the smarter the baby. Simple genetics! (m.s)
  • Some of us are really clever in that OOPS concept called "Ruse". Unfortunately not for code, but for "complaints". (m.s)
  • It'd be stupid if we try to manage a  heavyweight (or complex) process by another heavyweight process. otherwise complexity goes up high and nothing gets done. Software development is a heavyweight process, and managing it with complex processes was responsible for a lot unwanted results for decades. Here lies the Wisdom of Agile as a lightweight process managing a more complex one. (m.s)
  • Talking about change, again.
    We are a change!
    When you go to develop a new system or at least revamp an existing one, you are leading a change.
    In many of our failures, the biggest mistake was that the theater was not prepared for the "Battle of Change". (m.s)
  • Change is the biggest challenge to mankind. 
    When you start a change, you meet two groups of people: Those who will resist you because of a potential loss with the targeted situation, and those who will "not resist you", waiting for a potential gain from the targeted situation.  (m.s)
  • "Change" is not just a new release of a compiler or platform and that's all. Change is more importantly happening in minds, attitudes, customers moods, markets and business needs. That latter happens quietly and more slowly to be noticed only by the visionary. This is where adoption and adaption is needed more than anything else, (m.s) 

 

  • A good portion of customers in today's  age of "Business As Unusual"  put the PM in a very early "Adrenalin"  test in their first encounter in a project. Simple: just ask him/her for the impossible! If they smell it out of the "poor" PM, the project is gone. Those who can surpass this encounter and show confidence are the ones that are most likely to deliver.  What is left, is the art of delivery. (m.s) 
  • Success is very much like a living creature. You must show him/her some passion and eagerness to his/her company and readiness to pay for it, in order to win his/her nearness. (m.s)
  • Work without waste, has a different taste. (m.s)
  • An immortal daily asked question: how far am I from yesterday? Mind you, the distance here is  signed: negative is backward, positive is forward and, by the way, "zero" is negative, too.
    Change is happening, whether we cause it or not. At least, we just need to control it and take it to our side. (m.s)
  • "Problemizing Solutions" is the exact contrary to "Solving Problems". It's the master skill for those of us that carry the negative energy charge represented as negative attitude. (m.s)
  • Problems! They are nothing "less" than the most valuable resource to stimulate creativity and thinking. This is the positive, and factual, perspective to see them. (m.s)
  • Wherever I worked and found no process to follow (old name is "Methodology"), I enjoyed the job more than any anything! Why? Simply because I was the one who made it. Techies can take the lead when they are NOT told what to do. They know it, and that's why they are hired. (m.s)
  • A 16 lines of code method (previously "function", or anciently "subroutine"), can't be written any faster by 16 people, if ever could be written at all! Simply this is not a pure labor craft, it's a cognitive one. That cuts the  perpetuated customer claim of "Double your team to get my app done in half the time. (m.s)
  • It's Only God (Allah) who can do in zero iterations. Remember: Human work is not divine. Period. (m.s)
  • Challenge provides the beauty in any duty. (m.s)
  • Inside the one team, while everyone is pushing forward, energy sinks are pulling backwards. How to recognize them? well, "problemizing" solutions all the time and putting points of disagreement ahead of points of agreement. (m.s)
  • One of the very good reasons of Job dissatisfaction is when we are pushed to deliver bad quality. Next day, when the team arrives at the workplace, people even don't wish to look in each other's faces. Teams, as well minds, get detached from the job. (m.s)
  • The second law of Team Physics: Every team has an energy output, which is the net of of the energies of its members (sources and sinks). If the team is of all sources, it is then called the Synergetic Team, in which case the team energy exceeds the some of parts (members, or sources) by a factor called the Team Synergy. (m.s)

  • In this "Profession", your real capital is your "brain cells". In this "Business", the real capital is "You". Period.  (m.s)
  • The most precious lab that I've joined so far in my long career was and still is what I call "The Human Lab". It's free, and to join it just look around you. 
    Learn to learn others and behave accordingly. Period.
    Medhat Sabry
  • The first law of Team Physics: Teaming is all about "energy". A team is, including the leader" is nothing more than a collection of energy sources and energy sinks, called "members", with a net energy of something (not the exact) net of all. There is nothing to call "neutral" here, you're either emitting energy (a source), or sinking it. Sinks eat up team's thrust into problems and achievement. It's every teamer's role to turn those sinks into sources, or never regret to lose them (m.s)
  • Believe it or not: In more than 30 years of indulgement in software development projects, I hardly encountered one of those tough-to-tackle problems in any technical issues. All complexities were, one way or another, "People" related. Technicalities, however intricate, always found someone to solve just round the corner, while people-related issues never enjoyed that. This misalignment between the people side of the story and the development craft tool kit is behind the majority of failures and challenges in our industry. (m.s)

 

  • Quality and Morale are "mutually inclusive". They feed on each other. When you conquer a complex task, you feel elated, and when you are in good spirits, you are in best position to tackle the difficult. (m.s) 
  • Truly "professional" individuals melt up into a highly professional team. Merely "skilled" individuals don't easily enjoy that bless. (m.s)
  • Leadership is a way to extract the best from people "around you in the work place", not from people "below you in the org chart". There is a difference. (m.s)
  • Can you make "most", if not all, people "enjoy" working beside you, whatever the circumstances? Actually some people could. We call this "Leadership". (m.s)
  • While the world is refuting the "carrot and stick" for motivation, I still see some "managers" insisting on another motivation variant: The "stick only"! (m.s) 
  • Humiliation blocks Creation. Respect liberates It. Period. (m.s)
  • I don't believe in "Recipes of Success". Success it a very personalized experience that may be inspired by others, but will always remain very distinct from others. (m.s)
  • There is a  point in time when a "manager", an organization, or even an individual can rest assured that they need to undergo a process of re-engineering: that's when they believe that quality is costly! (m.s)
  • Experience is "smartly" practiced knowledge. Skill is experience in action. (m.s)
  • Cognitive and creative work are the farthest things from bureaucracy. Any manager, or process, that doesn't recognize that is a big myth. (m.s)
  •  Software Quality is Not that chocolate or whatever sauce that you might prefer that much of on your ice cream, or just opt to leave beside. There should be nothing as to call "quick and dirty" in software anymore, at least after almost half a century of accumulated  knowledge and tools of software engineering. Teams should strive to  know how to implement that to get out of the long-claimed quality-productivity conflict. That's not only possible, but proven. (m.s)
  • Software Team is a critical-mission team. It's leadership is the essence of its success. In software, no -  or poor -  leadership is "disastership". (m.s)
  • No one is really acting without some sort of leadership responsibility. Every developer, even a junior, is some kind of a leader: There is what we call Self-leadership, which is our first, and most crucial, leadership endeavor in our careers. Self-leadership is a synonym of Professionalism. ٍSeeding that professional behavior into us, especially early enough, is the only way to furnish a wide platform for selecting future effective leaders in an organization. (m.s)
  • Self-motivation is a hard thing to achieve. It requires a quality that complicates things for some people: maturity!  (m.s)
  • Human Behavior is far more true than just paper. Learn to behave professionally, then make of your character a "live" C.V. (m.s) 
  • Simplicity is the ultimate sophistication. (Leonardo da Vinci)
  • People are much truer than paper: make a live C.V out of your personality. (m.s)
  • Experience is a gift of “smart” practice. “Smart” practice differs from just practice, it’s not just years, but well-perceived lessons along  them. (m.s)
  • Coding is the art of making one’s self clear to others.  (m.s)
  • You are born to challenge one person for a lifetime: Yourself! This is the essence of the "self-improvement" experience. Learn how to get passionate with that to stand ahead of the row. Or Just wait for your turn. (m.s)
  • In a “World of Business As Unusual”, there is no compromise with effective leadership. The only substitute is called “Disastership”.  (m.s)
  • Don't just do it! Question yourself all the way: What "value" did I add? That's the only way to exist in a world of Business as Unusual. (m.s)

 

 

 

 

 

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

 

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 that, 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 of 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 leader, your task is the same, added to that your responsibility to help others do.

 

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

 

Most progressive organizations strive to increase the overall performance by inserting either advanced technologies or tight processes. what tends to be missed is the enlightened leader that that can motivate and build an environment that leverages technology and the processes introduced. Some processes and technologies allow excellent teams to excel, and some processes and technologies prevent the mediocre from failing. It is the enlightened leader who can tell which approach is required and then build the environment that maximizes its performance.
Gregory H. Mikkelsen.
Integrated Defense Systems, Raytheon

 

§  One time, innovations in technology used to seep slowly into our business lives. Gradually, they changed 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