There’s something wrong with the way most companies do performance reviews. Here’s why, and here’s how I do them.
Lots of friction and frustration in teams are caused by miscommunication. How do these occur and what should be our attitude towards them?
Over the course of twenty years, I’ve noticed that my philosophy about software and the development thereof differs significantly from many other software developers and IT people. Here’s how, and here’s why I think coding should not be the most important thing.
It has often been stated by business consultants and startup advisors that a company should have a purpose beyond vision. Studies show that that result in more motivated and loyal customers and employees. As Simon Sinek said: people don’t buy or follow what you do, but why you do it.
I agree. That was the easy part. But how do you actually define a good purpose? People need to feel that your purpose is aligned with their own values, and a purpose statement needs to balance many different things for many different people.
This post documents the start of my journey in an attempt to find answers.