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Pawel Brodzinski on Software Project Management

15 Ways to Be a Good Boss

1. Give credit to your team whenever they’ve earned it. Publicly.

2. Don’t be too fast with criticism. Wait until you calm down.

3. Don’t wait with feedback to next performance review. That would be too late.

4. Be team’s advocate in front of your supervisors. And vice versa.

5. Let people find consensus instead of telling them what to do. Whenever possible.

6. Enter when you see a conflict. Be fair no matter who is engaged.

7. Be open, honest and straightforward. More often.

8. Listen to the team. They have good ideas.

9. Let people be accountable. Whenever they can.

10. Don’t be afraid to make bold decisions. They pay off.

11. Make though decisions when you believe they’re right. They’ll backfire when not made.

12. Don’t panic in any situation. People count on you.

13. Take the responsibility for the team’s work. Their mistakes are yours.

14. Find the time for your people. Whenever they need it.

15. Cultivate teamwork and team chemistry. Individuals and their interests can destroy both.

in: personal development, team management

4 comments… add one

  • Mike Ramm August 14, 2007, 9:14 am

    It sounds more like The Ten Commandments than like a list of advices but I strongly support it. I’ve always wanted to to express my understanding about leading a team but you did it with the right words!

    This list should be printed with big letters and put on the wall in front of every manager who relies on people.

  • Pawel Brodzinski August 14, 2007, 10:36 am

    Are there other managers than those who rely on their people? Oh, definitely there are those who don’t know they rely on their teams, but that doesn’t really make the difference.

  • Austin Bob August 15, 2007, 8:49 pm

    Great advice, Pawel … It is amazing to me how quickly people (includimg sometimes myself) lose sight of these kinds of basic principles as they rise in an organization.

  • Pawel Brodzinski August 16, 2007, 12:24 am

    I guess no one is innocent here. As we’re promoted we tend to see new corporate high-level problems as the most important and we lose focus set on our teams. Personally I need that kind of reminder from time to time too.

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