Stories by Paul Glen

Paul Glen: The benefits of an unstructured career

Too often we make self-limiting assumptions about position, status and the need to rigidly follow a career path.

Paul Glen: Motivating the mercenaries

To get your projects done, you'll need to motivate your people to perform, no matter where their loyalties lie.

Paul Glen: The gifts and costs of working with 'them'

When two parties are in conflict, they don't have to agree in order to respect and learn from each other's perspective.

Paul Glen: Congratulations, you're your own skills manager

This year's Computerworld reader survey on careers topics indicates that we in IT have turned a corner. And, overall, the new direction is good. With nearly two-thirds of the respondents reporting that they paid for training out of their own pockets, we see that IT has accepted, at least to some degree, the new nature of employment relationships.

Paul Glen: How can you wield influence if you don't know what it is?

Many IT leaders seem to have difficulty separating the concepts of power and influence, thinking of the latter as a softer form of power.

For geeks, avoiding blame is a silent career killer

There's a silent killer attacking the careers of technical people. It runs rampant through organizations, destroying the future job prospects of even the most talented geeks. They end up sidelined, passed over for promotions or laid off. Sadly, this killer can lead us to engage in some self-destructive, dysfunctional behaviors.

When you've had it with a stakeholder

While you oftentimes just have to live with whatever it is you don't like, some situations call for a more forceful reaction.

Paul Glen: Nobody wants you to be a technology vending machine

Providing a quick-win deliverable is of value only if what was asked for is what's really required.

Paul Glen: Geeks love problems, so give them some

The most elegant thing you can do to motivate geeks is to define a problem that your team will want to solve.

Paul Glen: The secret to keeping processes vital

As long as a problem seems present, gnarly and intractable, we enjoy following the process that solves it. But once the problem has been solved, it's not so interesting to us anymore.

Paul Glen: How to deal with a toxic team

Five warning signs can warn you that your project team has turned toxic.

Paul Glen: The hazards of literal listening

Geeks are often told that they are annoyingly literal, which they find confusing and unfair. But their colleagues have another way of listening.

Paul Glen: Even if you can't measure it, you still must manage it

There are no metrics for measuring the quality of your relationships. For metrics-loving geeks, that's a problem.

Build relationships, and career opportunities will follow

Your future success in the IT industry depends on embracing one simple, but hard-to-accept idea: There are no more jobs. I don't mean that there's no more work to do. Of course there is. Nor do I mean that you won't get hired to do things. Of course you will.

Paul Glen: Being right vs. not being wrong

To a lot of people, it seems as if we geeks are always battling for supremacy in the Always-Need-to-Be-Right Club.

Sign up now to get free exclusive access to reports, research and invitation only events.

Computerworld newsletter

Join the most dedicated community for IT managers, leaders and professionals in Australia