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Youssef

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“Managers who don’t have a plan to talk to everyone on their team regularly are deluded. They believe they are going to learn what is going on in their group through some magical organizational osmosis and they won’t. Ideas will not be discovered, talent will be ignored, and the team will slowly begin to believe what they think does not matter, and the team is the company.”
― Michael Lopp, Managing Humans: Biting and Humorous Tales of a Software Engineering Manager

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“The difference between a manager who knows what’s going on in an organization and one who is a purely politically driven slimeball is thin. But I would take either of those over some passive manager who lets the organization happen to him.”
― Michael Lopp, Managing Humans: Biting and Humorous Tales of a Software Engineering Manager

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“Status reports usually show up because a distant executive feels out of touch with part of his or her organization, and they believe getting everyone to efficiently document their week is going to help. It doesn’t.”
― Michael Lopp, Managing Humans: Biting and Humorous Tales of a Software Engineering Manager

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“Real work is visible action managers take to support their particular vision for their organization. The question you need to answer for your manager is simple: does he do what he says he’s going to do? Does he make something happen?”
― Michael Lopp, Managing Humans: Biting and Humorous Tales of a Software Engineering Manager

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