My Quotes!

  • Though it is purely procedural and not an OOPL, she is still the mothers of all modern PL's.
    Learn it!, and use it to build little apps on leisure time if you can afford it. It will sharpen your coding skills and enlighten your style like no other PL.


  • (March 9 21 - M.S)


  • When the apple, in the ever-told story, fell from a tree on his head, Isaac (Newton) unleashed his curiosity to take the world to a new disruptive understanding in physics and later on engineering. Not many will have the same impact, only those who turn their curiosity into knowledge urge, can make a difference to themselves, their teams, organizations, and maybe the world.

(March 2 21 - M.S)

  • In the DX time, disruptions can happen with older technologies, just if you got the right "brains". Distinguished People can make and adapt technologies, but best technologies don't work without people capable of adapting them to their creativity.

 Disruptions in DX times is a people case before anything else.


(January 17 21 - M.S)

  • In any organization, the making of highly skilled individuals does not necessarily lead to success. The point is melting these into real synergetic collaborative "Teams".
A valued team is much more than just a set of valued skills. The catalyst in this individual-to-team reaction is a skill called Leadership.
(January 11  21 - M.S)

  • Leaders are not there to preach. They have to know how to ethically provide advice to their people. Advice penetrates minds if disclosed as well tested experience; "We tried this and it works or we tried that and it never did!".
Avoid getting imperative when telling people what to (or not to) do. Give the guidance and keep an eye on results.
(September 27 - M.S)  

  • Never think that happiness is in a living without problems. First, there is no heaven on earth!

    Real happiness is a result of that satisfaction we get from our continued trials to solve living problems, sometimes with success, and some others with insistence on success.


    (September 11 2020 - M.S)

  • Do you feel that you do what you were born to do? A critical career question that we must face and answer.

    If the answer is yes, then hold your career tight, make it your passion and be generous with what you’re doing there.  Replace complaining at any moment with insistence to keep going ahead. Remember, you are one of the blessed few.

    If the answer is no, Well! That’s a much more complex situation. Needs another talk.

(August 25 2020 - M.S)


  • Effective learning is just like breathing. Together, they keep us alive.

Keep it up, guys!


(August 20 2020 - M.S)

  • Hey there!                 

We need to get some handle on the difference between Growth and Development in anything. Never less in our careers. It's important.

It's actually like what happens with your muscles in the gym. Yeah.

To Grow, means that you increase in bulk and size and get a better look and leave a wow impression on those around you, without much attention to the vitality or power poured in there.

To Develop yourself, means to have growth that reflects real power and benefit for the grown muscles in what they meant do. Outside the gym, that is to act positively on people and ecosystem you are part of. That is the difference.

Development is what makes the difference.


(August 12 2020 - M.S)


  • No one is actually promoted as a leader. What happens when you get a promotion to a "leading position" is that someone on the planet thinks you you can make it. From that moment on, It's only what you do WITH (and TO) your people, what they ARE and what they DO, that grants you true leadership, not just "leading position".
    If you cause such a tangible positive change up there, then you got it. Otherwise, you are just one more "Supervisor", good or bad!
    (July 20 2020 - M.S)

  • Life is a navigation to preferred destinations we call Goals. Goals must stay Visible and clear at all times. This is essential, so that directions can be corrected  and distances to reach them can be recalculated frequently enough.

 You’ll never reach what you can’t see, clearly.

(July 16 2020 - M.S)

  •  Leadership Recipe for Software Team Leaders:

5% Control

35% Team enablement

30% Team performance monitoring

30% People coaching on performance and behavioral issues.

   Enjoy your meal, leaders!


(July 8 2020 - M.S)

  • What you can learn in weeks of a crisis, if you can, is worth what you learn in decades of the good times.

  My Corona master lesson.

(Apr 8 2020 - M.S)

  • Reaching a client fast with workable chunks of true functionality is what reaches his mind, heart and pocket!
    This is what we need to "overwhelm" the customer.
    Reaching a client with scary stacks of elegant reports that no one (except you) will ever read just disengages the customer and complicates things, further.
    That's why waterfall fails where agile wins in service market.
    Reduce lead time and get to customers fast, and clean.

(Mar 24 2020 - M.S)


  • As far as Quality is considered, Markets are actually living creatures, they see, feel and smell good and bad quality, and they also love people who deliver high quality. Moreover, Quality  (bad or good) is branding. So, do all what you can to keep a high quality record, and win the market's love.

(Mar 12 2020 - M.S).

  • The Great Trio: Knowledge, Experience and Competence.

Experience is "smartly practiced" knowledge that shortens the path to doing things, once acquired.
Competence is "practices Experience" that shortens that path to doing things distinctively.
(Mar  8 2020 - M.S)

  • Handcuffs on our wrests will never take us to excellence! So is Quality. Quality should be taken as Drive to the better, and not as a Constraint on deliverables.

(Feb 18 2020 - M.S)

  • Overwhelming The Customer has turned out to be a necessity for businesses to thrive in today's business world. It's a kind of orchestration in a game the whole organization has to play together, Period.

(Feb 5 2020 - M.S)

  • Business As Unusual!

    A little less than a decade ago, even before the digital tsunami blows on the tech,  I coined  that  new slogan to replace the old idiom of "Business As Usual" , which I saw by no means adequate for technology business, especially when it was said in the context of something getting stuck, somehow, somewhere. The

    A little linguistic pun, but it’s now worth keeping in mind.

    (Jan 29 2020 - M.S)

  • Boredom at work attacks only those who are not concerned about continuous improvement for what they're doing. Period.

"Thinking Improvement" is the best boredom killer.

(Jan 23 2020 - M.S)

  • Quality All-in-one definition:

    It’s that attribute of a product that allows its user to use it Productively, Safely, Easily  and “Happily”.

(20.1.2020 - M.S)

  •  The Four Challenges in Team Leading:
    1 - The Age challenge
    2 - The Gender challenge (culture-specific)
    3 - The Knowledge challenge
    4 - The Character challenge
    Effective team leading means that you can take these, tame them and Go Ahead.

(14.1.2020 - M.S) 

  • ِAlong the hierarchy of an organization, there once was what was called The Chain Of Command. That was nothing but that line that connecting different levels of management in the authority structure. I'd prefer a change in this terminology that reflects the Leadership Shift in today's management model.Actually, that Chain of Command should be replaced. What takes its place and changes its role is a Chain of Enablement. The Impact has been found to be huge on vitality, productivity and satisfaction of the people with what they do.

(12.1.2020 - M.S) 

 People with Positive Attitude are those who by nature look for solutions to problems. Those of Negative Attitude are ones who create (if don't find) problems for solutions. The First category is able to extract success from within failures. The other one finds success in turning any new endeavor into a "new" failure.

The "sign" of our attitude, makes the difference. Period.
(8.1.2020 - M.S)

“Planning is everything. Plans are nothing.”
— Field Marshal Helmuth Graf von Moltke

The essence of what the great strategist says is that a Plan is a dynamic data structure, that we must keep viable by keen and continuous update with field data and corrective actions.
There is nothing to call "One time plan". This is again the quintessence of Agility.
            (1.1.2020 - M.S)
  •  On top of the challenges in leading people in cognitive innovative type of work comes in the wise balance between Enablement and Control. Enablement is a necessity for this type of work, but it should never mean chaos. Control must be somehow in the mixture, but it should not mean authority or lead to dreariness.

Keeping the right balance of both elements is a top skill for leading software teams, in particular.

    (26.12.2019 M.S)

  • A culture of Innovation is simply one that does not rest in the tender palms of the Status Quo. It's driven only by restless brains that can derive the future from within the challenges of the present.
    (18.12.2019 - M.S)

  • Some books are to be tasted, others to be swallowed, and some few to be chewed and digested.


  • Unlike what they are in social life, in business the First Impression is usually the Last!

    The first engagement with a customer, in particular, is decisive to your  professional image, your company's and your offerings' in his eyes. Do your best that you, and whatever you offer, overwhelm your customer without a glitch. Otherwise, you are in defensive stance to the rest of your relation.

(5.12.2019 - M.S)

  • Leadership should not involve preaching! Instead, it should adopt showing good examples for followers to admire, and then follow.

(2.12.2019 - M.S)

  • Holacracy is the model of choice to achieve organization-level agility badly needed in today’s development environment, whereby a Holarchy replaces the "beloved" old bureaucratic thing called hierarchy.

Holacracy sees the organization as a set of collaborating Holons: Self-governed, autonomous and enabled teams.
So, No more bureaucracy in development, please.

It’s the biggest pain for cognitive, innovative work, Please! 

          (24.11.2019 - M.S)


  • 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.


   (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.


          (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 )



  •  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


  •  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.

           ( 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


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.


1 -
لا تطلب الكمال فلن تجده.
2 -
تعامل مع الواقع، و افهم أن الناس مختلفون، و هم لم يخلقوا ليفهموك، و حاول ترويض العيوب فى الآخر قبل التصادم معها.
3 -
أدرك عيوبك أنت أولا، و اعمل على تصحيحها، فليس كل الناس على الخطأ و أنت الأوحد دائما على صواب.
4 -
لا بأس من أن تعمل عند نفسك، و لكنك ستظل دائما على اتصال "بالآخر"، فإن لم تتقن فنون التعامل فستظل دائما فى صراع.