Category Archives: Leadership

Public Service Announcement

If you’ve been reading my blog for a while, you know that my husband and I have been experimenting with different diets, stress reduction techniques and workouts. All of this is an attempt to get some chronic health conditions that both of us have under control. I’ve alluded to my issues in the past, but every time I could have written about exactly what was going on, I decided to avoid sharing. I’ve told some of my friends, but almost always individually, never in a broadcast media. I was afraid. Health issues so publicly stated could be used to discriminate against me or my family. It also felt just a little too personal and raw. However, I have decided that it is important to my story to be more explicit. I will continue to protect my husband’s privacy though.

I hope that you can learn from my experience without having to live through it.

Since 2000 I have been almost exclusively working for startup high tech companies with tight deadlines, venture capital funding, and tough market competition. I’ve wondered at times if I would see my next paycheck because funds were getting so low. I’ve had to lay off 2/3s of my team on one day. I’ve been let go after my team made important deliverables so that a company could save a buck and continue to limp along. To put it mildly, I’ve seen some pretty severe job stress that would make a lot of people nuts. I thought I thrived on it. Mentally I liked the change and I loved the fast paced challenges. Physically, over the years it has been taking its toll. The funny part is that when I took a low stress job with a very successful company it stressed me out even more than the old “high stress” jobs did. I learned a lot about myself. I was not adapted to being a cog in the machine. I wanted to make a difference, I wanted to change how things were done for the better – and frankly in a lot of environments like the one I was in, that wasn’t about to happen. As I’ve said before, I felt like I was wearing a jacket 4 sizes too small when I walked into my office.

On the whole, I feel blessed because I was so healthy through the years. I maintained an appropriate weight, I stayed active, my blood pressure was low and all the various blood tests I’ve ever had were “perfect”. I always thought I had a cast iron stomach because I never caught stomach flus or ended up with food poisoning. I believed that I could eat just about anything. I was wrong. Oh boy was I ever.

I’ve always had some issues with acid reflux. You know – heartburn – that burpy, bad taste in your mouth after eating too much or too fast. That didn’t slow me down. I figured it was normal. I think most people think that it is normal – all those Tums and Rolaids commercials make you think everyone gets it. No it is not normal. Not when it happens to you every day and you’re eating Tums like candy. There is something wrong – you need to see a doctor. I didn’t, not at first.

What finally got me to a doctor was two courses of antibiotic treatment that I needed one summer: first for a localized staph infection and then for a root canal that punctured my sinus. The extremely strong antibiotics setoff a chain reaction in my stomach that was beyond terrible. I was miserable. My heartburn was awful and to make matters much worse my stomach was incredibly sensitive when touched. I also had a lump in my throat that would not go away. Off I went with a referral to a gastroenterologist and that started the long journey to where I am today. I am not exaggerating when I say that this completely changed my life.

The pathologist report after an endoscopy came back with two diagnoses. I had gastritis (which explained why my stomach hurt so much), and I had Barrett’s Esophagus. That stopped me dead in my tracks. This couldn’t be! That is an affliction for overweight middle aged men – not slim (ahem… middle aged) women. Barrett’s is a pre-cancerous condition that is manifested by the presence of stomach lining cells (goblet cells) in the esophagus. It is caused by chronic long term acid reflux. My body was trying to protect itself from the acid that was splashing around where it didn’t belong. Not everyone with Barrett’s gets cancer, but it definitely can increase your risk.

As always, the medical profession prescribes meds to fix problems. I’ve been through 4 different kinds of protein pump inhibitors. At one point I was taking 3 pills a day and I continued to feel terrible. Next I was sent to an ear nose and throat specialist who took a look around to see if the lump in my throat was caused by anything physically wrong aside from the acid reflux. The answer there was no. My larynx was red and swollen because even a little bit of acid applied to an open wound will prevent it from healing. Meds alone were not working, and some of them even made me feel worse.

Back to the gastroenterologist. This time for breath tests for food intolerances. Yay! Fructose, lactose, and bacterial overgrowth. I already knew I didn’t have celiac disease (gluten) from my biopsies. I was lactose intolerant. Well, there went the milk in my coffee, my daily yogurt and all non-aged cheeses. That made an immediate difference, but it didn’t fix everything. At least it was a start. Symptoms of lactose intolerance include coughing up mucous after having dairy foods and having IBS. I learned that a high percentage of adults actually are lactose intolerant to some degree, but most people don’t know it and they suffer for it.

The nerd that I am, I started reading. What could I do to lower my chances of developing any cancer? Eat more fruits and vegetables. What could I do to lower my chances of developing esophageal cancer? Stop eating acid producing foods. Thus began my journey into dietary experimentation, but that is for another post on another day.

The message I have for you today is: burpy, gassy, heartburny is NOT normal. Go to a doctor and get yourself checked for food intolerances and acid reflux problems before it is too late. Your body will thank you for it.

As a footnote – my most recent endoscopy shows no signs of active gastritis nor Barrett’s Esophagus. <GRIN> I am proof that it is possible to reverse a diagnosis just by taking better care of yourself.

A Green Legacy

It has been more than 8 years since my mom passed away, and there’s rarely a day that I don’t remember her and what I consider to be her legacy. My mom was an avid gardener who had an amazing green thumb. It didn’t matter what kind of plant – house plant, shrub, vegetable, herb or flower, she could coax it to grow. Over the 40 years she lived in the house I grew up in, she created a yard full of perennial flower beds that was a joy to behold. In our house, there never was a need to go buy flowers for special occasions. All you had to do was stroll outside in the yard with a pair of scissors and within a few minutes a glorious bouquet could be collected. In the spring and summer whenever we were invited to visit with friends, some flowers or a plant from the garden always came along as a gift.

My mother taught me a lot about gardening. Until recently I never realized just how much. I don’t have the green thumb that my mother had, but I get by reasonably well.

Because of working in the garden with her, I can identify many plants by sight. If I can’t, I take it upon myself to figure out what the plant is and add it to my mental catalogue. This is obviously part of my data collection personality trait, but the love of gardening came from her.

The most important lesson that I learned about gardening from my mother did not have to do with how to cultivate plants or how to amend soil. What I learned is that a garden can only become a legacy if you share it. Every where that I have lived, my mom brought me plants from her garden to grow in mine. A lot of those plants have been left behind as I moved from place to place. My mother traded plants with a lot of her friends too. Plants are forever seeding themselves, or needing to be thinned out. If you let a garden get overgrown it will eventually die due to overcrowding. By sharing plants with friends you aren’t only helping their gardens become more interesting, you are also helping yours stay healthy.

Strangely, I find comfort in sharing my plants with friends. Most of the plants I share came from my mother’s garden which sadly is long gone. This is my way of keeping her legacy, and a little bit of my mother herself alive.


Some burgundy irises at my last house that my mom gave to me.

Just a Couple of Words

On Friday I heard a couple words from my manager that really helped a lot. The gist of it all was “thank you”. Boy did that make a difference. I don’t consider myself a needy person when it comes to affirmation at work. That said, having started a job recently after nearly a year of unemployment has made me a whole lot more self conscious.

I knew going into this that my new manager was pretty hands off. Personally I like it that way. I have had managers that were in my back pocket and quite frankly I find it irritating. Leave me alone, I know what I am doing. I will get done what you need me to do, just make it clear what my priorities are (and if you don’t, I will – so don’t be surprised if I don’t do what you think is the most important thing first). I’ll come to you if I run into problems that I can’t solve by myself. If I don’t ask for help, please stay out of my way. I’ll tell you what you need to know so that you don’t get caught unaware.

I guess what I am trying to say is that even if you have very independent people working for you remember to acknowledge what they are doing. They may not need guidance to get their job done, but an occasional pat on the back to let them know that they are on target is invaluable. Some of the folks that report to me have been working some crazy hours lately. It was pretty obvious based on what was accomplished over the last week. I’m hoping that my couple of words (thank you) meant as much to them as my manager’s meant to me this week.

Frog in a Pot

I think that everyone has heard the tale of the frog and the pot. If you put a frog into a pot of cold water and place it on the stove, the frog will happily sit there until it is cooked. If you attempt to put a frog into a pot of boiling water, it will do its best to jump out.

I recently read a blog post entitled “Why Newcomers Often See Things More Clearly Than Old Hands” by Bob Sutton. FYI – he’s also the author of “The No Asshole Rule” which is an entertaining read.

I liken the newcomer to the frog placed into a pot of boiling water – the newcomer will have a reaction (either good or bad) to the host of interesting things that don’t even phase the long term employees. I know that I’m still in that place right now. I’m about 6.5 weeks into my employment now. There are things about my new place that still leave me starstruck. My goodness, the walking trails and rec center are amazing! I work with some people who are totally passionate about what they are working on. Now, on the dark side… it’s been a very long time since I’ve worked for a big company. Small companies are very nimble. I’m used to grabbing a few stakeholders and making important decisions quickly. These days I am feeling my way around – trying to understand which groups need to be included in what decisions. I’m learning all sorts of new processes – and some of them leave me scratching my head.

I think that a manager can always benefit from listening to what is causing a new person concern. So far my new manager has been pretty open to my comments, and I’m thankful for that.

Glub glub glub…

Geez, has it been almost 2 weeks since I’ve even been out here? I guess it has. I’m still drinking from the firehose known as the new job over here and I don’t have a lot of mental energy for deep thought after work. My dreams are weird enough these days – I don’t want to provoke the beast without reason.

One thing that I am very thankful for is that one of my new peers is in exactly the same situation that I am. In fact, (shhh) I think that he might be somewhat worse off. I’m starting something from scratch and he’s trying to piece together all of the old history of something with a tight deadline. There is nothing like being in the trenches with someone that understands what you are going through.

What have a I learned in the last 2 weeks?

  • I have some really smart and dedicated people on my team who are doing the architecture and the prototyping. They will get it right.
  • My product manager is amazing. He knows the industry, he knows the clients, and he knows what we need to accomplish.
  • My project manager only cares about doing the right things to get the product shipped. Between the two of us we’ll balance tasks anyway we can to be successful. No egos, just get it done.
  • I’ve got a lot of organizational bridges to build. I’m doing my best to get to know people across the company who can help this product succeed. It will take some time.
  • My team has recently been put together. We *need* to create our own team culture.
  • I still have a LOT to learn. A humbling amount. But. I. Will. Get. There.

Getting to Know You…

Starting a new job always means getting to know the company that you now work for. The company also has to get to know you too. Everyone is usually on their best behavior during the interview – and this does not just mean the interviewee. As a company, when you have a good candidate, you want to show off the team in its best light as well. Once the new person starts, there typically is a nice honeymoon period. In some ways it is like dating someone new – you’re focusing on all of the good things to justify your decisions (both on the hiring and on the deciding to work there sides). During this honeymoon period a lot of time and energy is spent on learning.

When I was an engineer starting a new job my focus was always on the technology. I almost always came into companies that were launching new products. In this respect I was really fortunate. I was part of the team that was defining the design, and a lot of times the technologies that were being used. That didn’t mean that there wasn’t anything new and different to learn right up front. For example – almost every company that I have ever worked for used a different code management system. I’ve used proprietary, PVCS, Clearcase, CVS, and Perforce. On the bug tracking side I’ve used ddts, bugzilla, and devtrack. I’ve utilized a number of programming language environments, and dealt with a lot of different processors and operating systems. The good news is that unless you’re coming in as the architect of a large project the scope of what you need to learn is rather focused. You will own something specific and hopefully manageable.

As a manager the scope of the things to learn is much greater. Not only do you need to have a high level understanding of the technology and the product you are building, you need to understand some of the more amorphous details.

Who are you managing? Did any of them aspire to the job you were hired to do? Are any of them unhappy and looking to leave? Any performance problems to suss out? How do you build trust? When you lead them, will they follow?

But this is just the beginning. Who are you peers? How do you need to interact with them?

Still not enough – what other groups are stakeholders in the technology you are managing? Project managers. Product managers. Sales. Marketing. Consulting.

It’s time to drink from the fire hose.

Are you new around here?

As the economy is starting to turn around, a lot of companies are going to get back into a hiring mode. Since it’s probably been a while since you’ve had to think about this stuff, I thought it would be good to put together a list of pointers to help you make sure that a new person has the worst possible on-boarding experience ever.

  • Leave the person sitting unattended for hours at a time – Nothing says you’re insignificant and we don’t really care that you’re part of our team like this one. If you tell them that you want to meet with them first thing in the morning on their first day – make sure to show up at least an hour late. They can cool their heels in the receptionist area waiting. You know you have more important things to do.
  • Ignore the person’s background when you provide training – Just because everyone is different doesn’t mean you need to customize how you bring them up to speed. It’s much easier to just train everyone the same way regardless of what they know. So what if it is frustrating for someone that really knows what they are doing – or is too complicated for someone who has never done the job before.
  • Forget them around lunchtime – This one is especially entertaining if the person is new to the area and has no idea where to go to get some food on their first day. Leaving them behind at lunch is a great way to be able to talk about how annoying it is to train the new guy.
  • Don’t have their computer systems and accounts setup – This is best for people whose jobs really depend on computer access. Give them some out of date printouts to read while they wait a week (or more) for their computer to show up. Nothing says loving like dry hardcopy in an 8pt font.
  • Give them the worst desk and chair in the office – Especially effective if you can find a “trick” chair that has a habit of tipping over or has a bad pneumatic lift mechanism.
  • Don’t provide them with a buddy – Buddies get bothered with all of the stupid questions. If you don’t provide one, the new hire will have to figure everything out for themselves.
  • Make sure to hit on your new coworker – This doesn’t scream “awkward situation” for a new person trying to learn their way around their new office and among their new coworkers.

Clearly I’m being facetious with my advice, but I’ve had all of these things happen to me at one time or another when I’ve started a new job. Here’s hoping that my next position won’t provide me with a new way to expand my list!

What’s Really Important – Trust

Today I’m going to defer to a terrific paper I found on organizational trust from the DDI group.

“How do you promote open communication with employees to gain trust? Here are five easily adaptable behaviors:

  1. Be positive.
  2. Seek others’ ideas.
  3. Listen.
  4. Disclose.
  5. Don’t shoot the messenger.

Each of these behaviors helps to build bonds of trust between leaders and employees.”

Click to see the full monograph.

See you on the other side in 2010 – Happy New Year!

What’s Really Important – Smart People

One thing that I’ve learned over time is that you can never know – or be good at – everything. There just aren’t enough hours in the day. Everyone has a few things that they concentrate on and really excel at. The key to a successful project is to have the right combination of those people. If everyone is good at the same things, they will be tripping all over each other. When I build a team, I look first and foremost for wicked smart people, and I try to find ones that have had all different types of experiences. I also I look for people who can work with others, but that’s a topic for another post.

How do you determine who is really smart versus someone who is a poser? Sometimes it isn’t easy. There are a lot of people who talk smart, but when the rubber hits the road they can’t get things done. Really smart people can apply what they know in a practical way. They also learn more from their mistakes than their successes. The fact that they are willing to acknowledge their mistakes is a big part of being smart. Some people never make mistakes – all of the problems they encounter are blamed on external forces outside of their own control. Other people never make mistakes because they never put their ideas into practice. Philosophizing about the best way to do something without actually trying it out isn’t a good way to get smarter.

I like working with people who I consider to be smarter than I am in their area of expertise. As a leader I don’t need to know all of the technical details of a project. Heck, I might not even understand all of it. That’s ok. I’ve got someone who does working for me. It’s really great if they know what they know – and even better if they know what they don’t know. That provides an opportunity for another expert to be involved – or it provides an opportunity for growth and learning.

What is not being smart:

  • Going to the right school or getting the right degree and considering education as “completed”.
  • Having a very strong opinion without being able to see other options.
  • Being firmly rooted by experience. i.e. – this worked before it will work again.

What is being smart:

  • Curiosity about the world and how it works. Striving to learn something new everyday.
  • Having a strong opinion, but also having a willingness to listen to new ideas.
  • Using experience as a basis for creativity – this worked before – how can we make it even better?

The Inspiring Leader

Continuing on my book review binge – today I’ll talk about “The Inspiring Leader” by Zenger & Folkman. inspiring This is a followup book to their Extraordinary Leader tome that I recently read. I have to say that I was a little bit disappointed by this book. On the whole, it wasn’t bad, but it was very predictable. There was really nothing in it that made me go “AH HA! That’s the key!” I found it to all be common sense and many of the studies and literature that they referenced were things that I have already read. I do think that this book has value, especially for someone who hasn’t been in the management trenches for a long time or for someone who really isn’t big on reading management theory or self-help books in this area. It’s a good concise read that gathers a lot of loose ends together.

I do think that one thing really bears repeating. Extensive studies show that positive communication is critical to high performing teams. As in marriages, the ratio of positive comments (approval, praise, support, compliments etc) to negative ones was one of the highest predictors of success or failure for a team effort. The best performing teams received positive-negative feedback in a 5-1 ratio. The worst performing teams received 1 positive for every 3 negative comments. As a leader you have a lot of control over that. You set the stage. You are the role model that the team follows.

Have you ever worked for a leader who was critical of everything that you did? I have. That sure didn’t make me want to work harder because it really didn’t matter what I did, it was wrong, bad, not good enough. Maybe I am a little sensitive, but it made me want to curl up into a ball and go into protective/defensive mode. On the other hand, when I had a leader who recognized the difficult things that I did, or pointed out specific – very concrete – behaviors and accomplishments that they appreciated I would double my effort to help them be successful.

Another thing that I thought was valuable and too infrequently used is leader visibility. If you want to drive certain behaviors in your company you need to walk the talk and you need people to see that you do that. There should be no double standards for you versus them. Hold all hands meetings and be transparent to your employees. Allow them to interact with you and answer the tough questions honestly, don’t dance around issues. Practice management by walking around. Talk to your employees, show and interest in what they are doing, ask how they are. If your organization is divided across multiple locations – visit – FREQUENTLY. Out of sight = out of mind. A visit from a leader can have a strong positive motivational impact. Of course this depends highly on the leader’s behavior while in the remote office. Even though you are the leader, you are still a guest in that office. Show up on time based on the local conventions – do not force the entire office to bend to your whims and time frames when you are there. Be a true role model.