Management - Alexandre Storelli

Alexandre Storelli

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Management

A collection of 21 posts

Supervisors Often Prefer Rule Breakers – Up to a Point (Michael Bratsis)

Supervisors Often Prefer Rule Breakers – Up to a Point (Michael Bratsis)

If you get caught breaking the rules, it’s not going to go well with the boss, right? Wrong. Research by AOM scholars shows that in many cases, supervisors are likely to reward people who intentionally break rules. (…) When we think about people breaking the rules, we often think of

L’objectif de tout manager devrait être de se rendre inutile (Christophe Lachnitt, Superception)

L’objectif de tout manager devrait être de se rendre inutile (Christophe Lachnitt, Superception)

(…) À moins d’encadrer ses équipes dans une optique de contrôle absolu et de peur permanente, un manager ne peut pas maîtriser toutes les activités de tous ses collaborateurs, et ce d’autant moins qu’ils sont nombreux. C’est pourquoi il doit leur donner envie (…) d’accomplir ce qu’

Choose boring technology (Dan McKinley)

Choose boring technology (Dan McKinley)

(…) An important step in getting to that state is realizing that attention is precious. Humans have a finite amount of capacity for sweating details. My friend Andrew wears the same brand of black shirt every day. He thinks that if he conserves the brainpower it would take to pick something

Suicide Mission (about Boeing downfall, The American Prospect)

Suicide Mission (about Boeing downfall, The American Prospect)

John Barnett had one of those bosses who seemed to spend most of his waking hours scheming to inflict humiliation upon him. He mocked him in weekly meetings whenever he dared contribute a thought, assigned a fellow manager to spy on him and spread rumors that he did not play

L'Échelle de Valéry, ou Pourquoi les Gens Intelligents Créent des Produits Trop Compliqués (Rémi Guyot)

L'Échelle de Valéry, ou Pourquoi les Gens Intelligents Créent des Produits Trop Compliqués (Rémi Guyot)

Avez-vous déjà maudit la personne qui avait conçu le produit que vous aviez dans les mains ? Une télécommande avec 15 fois trop de boutons ? Une application qui ressemble à un labyrinthe ? Un manuel d’utilisation au jargon incompréhensible ? Qui sont ces personnes ? Pourquoi font-elles ça ? Agissent-elles comme des machines, froides,

How to Communicate When Trust Is Low - Without Digging Yourself Into A Deeper Hole (Charity Majors)

How to Communicate When Trust Is Low - Without Digging Yourself Into A Deeper Hole (Charity Majors)

(…) When a relationship has very little trust, you tend to interpret everything someone says in the worst possible light, or you may hear hostility, contempt, or dismissiveness where none exists. On the other side of the exchange, the conversation becomes a minefield, where it feels like everything you say gets

Why Kids Are Afraid to Ask for Help (Kayla Good, Alex Shaw)

Why Kids Are Afraid to Ask for Help (Kayla Good, Alex Shaw)

Children as young as seven years old may hesitate to ask questions in school because they worry classmates will think they are “stupid”. Adults are often embarrassed about asking for aid. It's an act that can make people feel vulnerable. The moment you ask for directions, after all,

Why software projects take longer than you think: a statistical model (Erik Bernhardsson)

Why software projects take longer than you think: a statistical model (Erik Bernhardsson)

Anyone who built software for a while knows that estimating how long something is going to take is hard. It's hard to come up with an unbiased estimate of how long something will take, when fundamentally the work in itself is about solving something. (…) If my model is

Take the Time to Explain (Michael Marçal)

Take the Time to Explain (Michael Marçal)

One of the last steps in a doctoral program is the defense. This is where you, the doctoral candidate, after years of research, are presenting the results of your work in front of a panel of experts in your field who will judge if the merits of your results are

How to Encourage Employees to Assume Best Intent (Inc)

How to Encourage Employees to Assume Best Intent (Inc)

(…) Assume best intent simply means that you opt to give people the benefit of the doubt, rather than assuming that they are out to get you. If someone sends a seemingly rude email, we can assume that they want to embarrass us in front of the people copied or we

Takeaways from coaching CEOs, founders and VCs (Leo Widrich)

Takeaways from coaching CEOs, founders and VCs (Leo Widrich)

(…) When I ask people what the most difficult thing is about being a founder, CEO, VC or otherwise high-achieving individual, some answers are this: hiring, fund-raising, sales, building the team, etc. What I’ve learned time and again this year especially, is that this is not the case. The hardest

The Set-Up-To-Fail Syndrome (Manzoni, Barsoux, HBR 1998)

The Set-Up-To-Fail Syndrome (Manzoni, Barsoux, HBR 1998)

When an employee fails — or even just performs poorly — managers typically do not blame themselves. The employee doesn’t understand the work, a manager might contend. Or the employee isn’t driven to succeed, can’t set priorities, or won’t take direction. Whatever the reason, the problem is assumed

Doing a Job — The management philosophy of Adm. Hyman G. Rickover (1982, GovLeaders)

Doing a Job — The management philosophy of Adm. Hyman G. Rickover (1982, GovLeaders)

Admiral Hyman Rickover (1900-1986), the “Father of the Nuclear Navy,” was one of the most successful — and controversial — public managers of the 20th Century. His accomplishments are the stuff of legend. For example, in three short years, Rickover’s team designed and built the first nuclear submarine — the Nautilus — an

Building Online Communities (Pieter Hintjens)

Building Online Communities (Pieter Hintjens)

In his book "The Wisdom of Crowds," James Surowiecki wrote, "under the right circumstances, groups are remarkably intelligent, and are often smarter than the smartest people in them." He noted that a collective intelligence usually produces better outcomes than a small group of experts, even if

40 Favorite Interview Questions from Some of the Sharpest Folks We Know (First Round)

40 Favorite Interview Questions from Some of the Sharpest Folks We Know (First Round)

When you’re scaling quickly, moving at warp speed, and sitting on several hiring panels, interviewing can seem like a task you just need to get through. But it’s worth pausing to remember that the decision to hire someone is an expensive and far-reaching one. And since you’re

Engineering Management: The Pendulum Or The Ladder (Charity Majors)

Engineering Management: The Pendulum Or The Ladder (Charity Majors)

Last night I was out with a dear friend who has been an engineering manager for a year now, and by two drinks in I was rattling off a long list things I always say to newer engineering managers. Then I remembered: I should write a post! It’s one

Lessons in negotiation from Stalin at Yalta (Abe Winter)

Lessons in negotiation from Stalin at Yalta (Abe Winter)

(...) Stalin was a bad dude but Roosevelt arrived with an open mind; the American-British relationship was strained by lend-lease, the tremendous cost of the war to both parties, and each leader’s belief that the other wasn’t pulling his weight. Churchill, an old hand at spotting geopolitical threats, had

The open source model can play an important role in innovation, but know its limitations.

The open source model can play an important role in innovation, but know its limitations.

Ten years ago, on May 22, 1997, a little-known software programmer from Pennsylvania named Eric Raymond presented a paper at a technology conference in Würzburg, Germany. Titled “The Cathedral and the Bazaar,” the paper caused an immediate stir, and its renown has only grown in the years since. It is

The Two Types of Respect Leaders Must Show

The Two Types of Respect Leaders Must Show

There is a free and abundant resource most leaders aren’t giving employees enough of: respect. The author explains the two types of workplace respect (owed and earned), how to communicate them, and what happens when you don’t foster both. https://hbr.org/ideacast/2018/07/the-2-types-of-respect-leaders-must-show

Why Entrepreneurs Start Companies Rather Than Join Them (Steve Blank)

Why Entrepreneurs Start Companies Rather Than Join Them (Steve Blank)

If you asked me why I gravitated to startups rather than work in a large company I would have answered at various times: “I want to be my own boss.” “I love risk.” “I want flexible work hours.” “I want to work on tough problems that matter.” “I have a

Do What You Love and Starve? (Marty Nemko, 2006)

Do What You Love and Starve? (Marty Nemko, 2006)

If you are a star—very bright, talented, motivated, and personable and you have a passion, even if it’s in a competitive field, sure, go for it. This article is for everyone else. Based on the 2,700 clients I’ve worked with over the past two decades, the