In a previous post, I looked at the importance of Emotional Intelligence (EQ) for managers. Here’s what I found about how to use EQ when dealing with conflict.
I believe we shouldn’t strive for zero-conflict environments because I suspect those are pretty dead ones.
Conflict is part of our evolutionary past, it’s the way our world works and we can use it to drive us forward or set us back.
I’ve identified four cases when conflict leads to difficult situations in the workplace.
I had an interesting conversation with a friend on Monday, about the first 90 days of a new leadership role. I started with a few mental notes and ended with a written series by Friday. I wrote about leadership and empathy based on my experience at Touco and before. I’m curious to know how other peers in the industry relate to it.
If you’re wondering why I’m qualified to give well-meaning advice, aside from being a tech lead and manager in my many startup adventures, I have formal management training and I’m a certified Project Manager.
I find that the first 90 days of any new leadership role are both exciting and terrifying for the same three reasons. …
In this article, I’m writing about why companies should invest in a culture of coaching, starting with their leaders and managers, as well as how that can be kickstarted with very simple and effective steps.
It’s not particularly clear why a company should invest in a culture of coaching. In fact, in business school, I had a module on Managing the Growing Firm, which taught many great things like organisational design with the five phases of growth and the managerial styles for each. However captivating that was, I found it a bit too traditional for modern, dynamic workplaces like startups.
“The modern workplace no longer needs managers, it needs leaders” — Lead Like a…
Previously, I wrote a mini survival guide for the first 90 days in a new engineering management role.
In this two-part series, I’m looking at a few types of engineering management problems I faced and suggest some solutions I applied.
Here I’ll address scaling and prioritisation problems. Next, I’ll look at communication, team bonding and diversity problems.
If you’re wondering why I’m qualified to give well-meaning advice, aside from being a tech lead, manager and technical founder, I have formal management training and I’m a certified Project Manager. I’m also part of the CTO Craft mentoring circles. I recommend their community for any aspiring or existing CTOs. …
In this post, I’m writing about negotiating in a collaborative problem-solving mode that keeps the conversation going.
Almost everything in life requires good negotiation but we’re often afraid of it and simply avoid it. Avoidance is bad because we can’t get better at something without taking the risk, practising, failing and learning what works.
I compiled a list of the techniques I’ve applied in my career so far.
I already wrote about active listening in conflict management. It’s no surprise that active listening is an important technique in negotiations as well. …
In a series of previous posts, I mentioned a thought-provoking entrepreneurial strategy framework not many founders I’ve met know about. I also described the four strategies — Intellectual Property, Value Chain, Architecture and Disruption with examples from the wider industry.
In this final post, I’m writing about how these strategies could’ve worked out for Touco and what we ended up doing.
We had the thrilling opportunity to actually dry run lots of commercialisation strategies in Barclays Techstars 2020, during the peek of the programme, appropriately called Mentor Madness. …
In a series of previous posts, I mentioned a thought-provoking strategy framework not many founders I’ve met know about. I also wrote about the four factors influencing the choice of a particular strategy.
In this post, I’m briefly describing the four strategies, with examples from the wider industry.
Founders have four sliders — customers, competition, technology and identity — to adjust and move their company across axes between collaboration and competition and between execution and control.
In a series of previous posts, I hinted at a compelling strategy framework not many founders I’ve met know about. I also wrote about how being both effectual and strategic leads to unavoidable cognitive dissonance.
Here I’m continuing with four factors influencing the choice of strategy: Customers, Competitors, Technology and Identity.
As founders, we need to make choices about how to create and capture value from our idea. The framework helps us decide by analysing four factors:
I like to think about these factors like sliders. When dragged, it pushes the startup down a system of axes between competition and collaboration, execution and control. …
In this two-part series, I’m looking at a few types of engineering management problems I faced and suggest solutions I applied.
A lot of these ideas have been developed and tested in well-know startups, scaleups and tech giants. I’ll link a great set of resources I often refer to.
In the first part, I’ve addressed scaling and prioritisation problems. In this second part, I’ll talk about communication, team bonding and diversity problems.
Before we dive in, I want to share my vision of the ideal company to work for looks like:
Teams work to develop a great product which customers love, want and pay for. The company grows sustainable, continues to serve customers well and invests in keeping the teams happy. Everyone wins. …
Here I’m writing about startup strategy, the entrepreneurial paradox, and why it leads to an uncomfortable and unavoidable truth.
“Strategy is the creation of a unique and valuable position, involving a different set of activities.” — M. Porter
A startup strategy is about setting short and long-term goals, then planning a course of action and allocating the necessary resources to carry out these goals. …