Entries from January 2017 ↓
January 26th, 2017 — Corporate, Life
I recently sat through a meeting and got a little riled up. I may come across as pretty low key, but I take some things seriously, and every once in a while my idealistic self threatens to take over.
I was in the middle of writing up a charged email on the subject — in fact, I had edited it four times to make it seem as calm as possible while still getting my point across — when a colleague came by for a chat. I mentioned in passing that I was thinking of sending this email, and he just shook his head. “Not a good time,” he said. I was frustrated, but nodded, and saved the draft and picked up something else to work on.
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January 12th, 2017 — Corporate
Once more, I find myself writing about the self-appraisal, that much maligned part of the annual performance review so common in our corporate circles. Can you believe it’s been eight years since I first wrote about the self-appraisal process? My own approach to this topic has evolved considerably over time, and so has the corporate environment in which I write them.
Here at Dell EMC, the biggest difference between self-appraisals in 2009 and 2017 is that we no longer make use of open-ended documents. Instead of having unlimited space to wage a marketing campaign for ourselves, we’re forced to focus our thoughts on each question into just a few sentences. We often joke that we’re tweeting our strengths and weaknesses, and the comparison is apt. With a strict character limit, every word counts, which makes strong communication skills vital in producing an effective self-appraisal.
I don’t have any “tricks” here, but I make a point to think of my self-appraisal as a piece of business communication. As with any such communication, there are some tried and true keys to effectiveness. Continue reading →
January 3rd, 2017 — Corporate, Management
I’ve written about this subject before, but it’s a common topic that never really goes away. As someone who started technical and moved into management, who keeps close to friends and colleagues who stayed technical, I often hear the line: “I could never be a manager, because…”.
About a year go, our group went through some difficult changes and we had to let some people go — a substantial percentage of our project team lost their jobs. I traveled to a remote office and laid off several highly qualified engineers in one of the toughest days of my career, and then returned to corporate headquarters and watched all my peers do the same thing.
Commiserating with colleagues (and ex-colleagues) after the fact, I heard someone tell a story of a friend who had abandoned his role as a manager rather than have to tell someone they had lost their job. At the time I just nodded, but the story has come back to me over and over in the year since. And while I would not begrudge anyone a personal choice like that, I know I would never make it.
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