Why professionals that expects constant feedback and visible progression aren't entitled—they're onto something that transforms how we develop talent.
I participate in a few leadership and coaching clinics to expand my horizons, hear stories from other leaders, and, sometimes, commiserate that we’re all learning as we go.
Let's apply product thinking to how we develop people.
Year-end review season. That special time when many leaders pretend a once-a-year conversation can meaningfully capture twelve months of growth, struggle, and achievement. As I prep for my own team’s reviews, I’m struck by how traditional performance management is exactly what we’d never tolerate in product development: a waterfall process with annual releases and little to no user feedback loops.
Converting
coffee to code
I focus on the people and products involved with technology and technology's role within the enterprise; not as a replacement for individuals, but as a tool to empower users, build relationships, and drive business strategy.
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