DoT Blog

  Image created with AI “Don’t expect brainstorming to accomplish much — other than making your team feel good.” — Harvard Business Review   In this second installment of my Dear Manager series , I want to address a tool that every manager is eager to use whenever the chance arises: the brainstorming meeting.  It wasn’t until about twelve or fifteen years ago that I became increasingly familiar with brainstorming meetings. Over time, I’ve participated in many of them and well, based on these experiences, I can’t say I’m a big fan. Do these meetings categorically fail? Not necessarily, but I’ve observed that brainstorming sessions often produce more harm than good, frequently revealing significant management flaws rather than fostering positive outcomes. And before you start throwing objections my way, let me elaborate and explain why I’m not particularly inclined toward these types of meetings. So, WTF is a Brainstorm Meeting Anyway? According to Collins Dictionary , a b...

  Image by qimono (Pixabay) The worst enemy of life, freedom and the common decencies is total anarchy;  Their second worst enemy is total efficiency.  —Aldous Huxley The Illusion of Clarity Efficiency  is one of those golden buzzwords that seem to have universal appeal because, of course, everyone wants to be efficient . And yes, the word is today even more popular under the current political and economic conditions; such is the case, for example, for the newly created Department of Government Efficiency (DOGE) in the United States. Examples of the aim for efficiency are numerous: businesses strive for operational efficiency, developers aim for efficient code, manufacturers boast about lean production, and even the average person wants to manage their time efficiently. The term is so embedded in our daily language that today we rarely stop to ask ourselves, What does efficiency mean? For starters, most dictionaries will define efficiency as, for exampl...

With over 30 years in the software and technology industry — yep, I’m officially old — I’ve encountered all sorts of work situations. While most have been positive, some have been challenging. And often, the root of these issues wasn’t about software implementation but rather the way interactions unfolded between teams, particularly between managers and their subordinates. I appreciate how professional groups foster positivity and encouragement in the professional world — we’re all here to do our best, right? But let’s be real: conflicts happen, and mistakes are made — by all of us, me included. In this series (which could be two parts, three, or who knows, a hundred), I’ll be addressing some of the common issues I’ve observed in management. My goal isn’t to label anyone as a “good” or “bad” manager. Instead, I want to encourage reflection on certain practices we might adopt, often unknowingly, that don’t always serve our teams, ourselves, or our organizations in the best way. This is ...