Dear Manager (Reflections on Leadership from 30+ Years in Tech) (#1)
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