Becoming a Technical Leader

is an excellent book by Jerry Weinberg (isbn 0-932633-02-1). As usual I'm going to quote from a few pages. I know I've snippeted this book before, but I read it again and a really good book deserves a repeat snippet.
From working with systems, I have learned that the process of change is always organic.
Organic models may be characterized by "systems thinking": the belief that event X is the outcome of hundreds of other factors, including the passage of time.
People improve their performance not by amputating their old behaviors, but by adding new ones.
There are many technical workers who enjoy wandering so much that, like Alice in Wonderland, they don't much care where they go, so long as they get somewhere. Computer programmers call this process "hacking"
In front of each plateau is a ravine.
Probably the most widespread and pernicious myth about leadership is that only Leaders can lead, where the capital L indicates that someone has been appointed to the position of leadership. ... It's only in threat/reward models that leadership and management are synonymous.
You can develop your ability to see and hear more effectively.
People aren't used to thinking in terms of relationships.
I first look for personal power, which can be converted into almost anything.
Break down big learnings into a sequence of little ones, pay attention to the efficiency of your educational strategies, and become aware of your emotional reaction to learning.

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