Tag: Leading & Following
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Followership III: Real projects for real people
I recently read a fascinating article in the New York times but I zoned out in the middle of it several times, as the article predicted. The article was Discovering the Virtues of a Wandering Mind by John Tierney. To sum it up, our minds wander about 30 percent of the time, and that’s not…
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The Grateful Dead as strategic managers
The March 2010 issue of The Atlantic features an article called “Management Secrets of the Grateful Dead.” It’s a great read, especially the second half, which tells of the band’s innovations in organization, fan loyalty, and, perhaps counterintuitively, creating value by freely giving away their product. The success of these measures seems self evident: the…
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Groupthink and the Agile Architect
Need uber-guru types who are willing to challenge the existing groupthink on design and architecture, especially on TDD and emergent design and pair programming anti-pattern” – job post at Monster.com 2/9/2010 I stumbled upon that quote following links on the role of the architect on an agile project. Maybe one important role of the architect…
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Followership II – Individualists, Enablers, & Subversives
In a previous post I posed this question: “more people are followers than leaders, so isn’t it more important to cultivate effective followership than effective leadership?” In reality the distinction between leading and following isn’t very interesting. The goal of each member of a group should be to contribute to individual and shared goals in…
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Followership
Not everyone gets to be a leader, and most leaders are also followers in their own right. The project manager follows instructions from the project sponsor, the CEO from the board, the politicians from the polls, and so on. Followership is the yang to leadership’s yin, and according to many interesting sources following can be…