Be a Leader, Like Beowulf!

"Beowulf," the epic Old English poem, is not just a gripping tale of heroism but also a source of valuable lessons for leaders in any era. As we delve into the world of warriors and monsters, we discover timeless principles of leadership that resonate across cultures and centuries.

1. Courage in the Face of Adversity

Beowulf, the protagonist, exemplifies unparalleled courage. Leaders, too, must confront challenges head-on. Whether it's navigating a turbulent business environment or leading a team through adversity, courage is the cornerstone of effective leadership. Beowulf teaches us that true leaders do not shy away from daunting tasks; they embrace them.

2. Lead by Example

Beowulf doesn't just give orders; he leads from the front. His willingness to take on the monstrous Grendel and later, the dragon, showcases the importance of leading by example. Effective leaders inspire their teams through action, setting the standard for hard work, dedication, and bravery.

3. Value Loyalty and Build Strong Alliances

Beowulf's success is not a solo endeavor. He builds alliances and surrounds himself with loyal warriors. Leaders, too, must recognize the value of teamwork and loyalty. Cultivating strong relationships within a team fosters a sense of unity and ensures that everyone is working towards a common goal.

4. Integrity and Honor

Beowulf is a symbol of integrity and honor. Leaders must uphold ethical standards and maintain a sense of honor in their actions. Building trust among team members and stakeholders is essential for long-term success. Beowulf's commitment to his word and his people underscores the importance of integrity in leadership.

5. Humility in Victory

Despite his remarkable achievements, Beowulf remains humble. Leaders, too, should exhibit humility in the face of success. Acknowledging the contributions of the team and recognizing that success is a collective effort fosters a positive and collaborative working environment.

6. Adaptability and Learning from Failure

Beowulf faces defeats and losses but learns from them. Leaders, too, must be adaptable and view failures as opportunities for growth. Being open to learning from mistakes and adjusting strategies is a hallmark of effective leadership.

7. Balancing Confidence and Prudence

Beowulf's confidence is evident, but it is tempered with prudence. Leaders should strike a balance between confidence and careful decision-making. Overconfidence can lead to recklessness, while excessive caution can stifle progress. Beowulf's measured approach in facing challenges highlights the importance of finding this delicate balance.

In the tapestry of leadership, "Beowulf" weaves a narrative rich with lessons that transcend time and culture. Whether leading a team into battle or navigating the complexities of the modern business world, the epic hero's principles of courage, integrity, and humility serve as guiding beacons for leaders on their own heroic journeys.

Project Management Tools - Analog and Digital - Have a Place in Agile

The value of cloud-based task and project management software is obvious -- link teams, keep all information in one place, automate workflow and progress monitoring.

With a good interface, an online tool enables teams to manage Agile projects to plan, assign, prioritize and track tasks efficiently. Use drag 'n drop kanban and backlog/sprint planners for easy and smooth overviews and assignments of tasks.

In the case of scrum, we find there will be multiple sprints. Teams needs to plan quickly for each daily standup. Does this preclude upfront identification of milestones with a WBS? Marrying the two styles is not as incompatible as one might think.  One can use an issue tracker as a to-do list that is focused on accountability. Such issues are the building blocks for progress and can be classified as tasks, bugs, or change requests. Being able to plan out milestones on Gantt charts might seem a strange crossover when applying Agile project management techniques such as Scrum or Kanban. But a timeline-based view of tasks and sub-tasks can aid in communication.

When a project management tool is highly integrated with Git, Subversion, or other code repositories, an integrated workflow is possible. We have found using a wiki to document projects is handy for its simplicity of use.

Read more here...

Take the Middle Man Out of More Transactions

Uber and AirBnB are in the vanguard of the P2P marketplace model -- their gradual but ultimately huge success of is opening up breakout growth, heralding an explosion in startups with similar models: Taskrabbit, Fivver and others. Marketplace startups are unique because they aren’t just serving one base of customers. These enterprises connect buyers and sellers, service providers and consumers. Their models work when they ensure users are having a good experience with each other, as well as with the respective companies.

Can you tell I am a big fan of P2P exchange-based marketplaces? Companies like AirBnB and Uber have their detractors — some very legitimate: there are some serious issues around discrimination, harassment and worse that these companies have to continue to address. But they also continue to battle against unfair regulations. Laws need to catch up to this new model, not hinder growth and progress.

Obviously, there is growing interest in services like ride-sharing and short-term rentals, where demand is not easily met by traditional means due to capital investment constraints. These new enterprises are simply too big and popular to be pressured to shut down. Nor should they — each new generation reveals in a new world order with new economic realities. Robot cars (and more disruptive, robot trucks) are *ahem* around the corner. Even money (in the form of crypto-currencies, traditionally controlled by governments, is throwing off the shackles of authoritarian overreach.

US Government: Don't Impede E.U.-U.S. travel

US citizens may require visas to enter the EU should the United States move ahead with plans to scrap visa-free travel for select EU nationals. Twenty-eight member state ambassadors to the US made the threat on Monday (14 December) in an op-ed in The Hill after the US House of Representatives voted in support of the Visa Waiver Program Improvement Act of 2015. The US bill would ban certain EU nationals from entering the US without a visa if they had visited Iraq, Iran, Syria or Sudan after March 2011. This is referring to specific nationals with a history of travel to Iraq, Iran, Syria, or the Sudan, but the idea that visas will be required in addition to the security screenings (and biometric scanning) already done, is an added impediment to U.S. - E.U. partnership.

This is a very bad idea.

Remember Bannockburn

While everyone remembers Guy Fawkes day, I like to remember the 24th of June, anniversary of the Battle of Bannockburn. No rhyme, but a crucial lesson, regardless.

On this day some 700 years ago, the Scots were aiming for independence. Thinking outside the box, Robert the Bruce had his sappers dig a field of scores of holes, each only a few feet wide and deep, but excavated at a crucial point where the English were advancing. These small traps, capable of snapping horse's legs, meant the cavalry had to stay on the narrow Roman road. Unable to spread into a proper formation, they were left vulnerable.

While the battle ended well for the Scots, the war of independence dragged on. And, in the end, we all know how that worked out. perhaps wankers colonized Scotland, but history, well, history is written by the winners.

Lesson: act today with fortitude and cleverness — even in the face of certain disaster. Although, of course, the outcome may not matter in the long run.

Steve Jobs jumped in bed too soon with micr$oft in the 80s, Google in the double-oughts

When Steve Jobs recruited Microsoft to be the first outside developer of applications for the Macintosh in 1981, he was concerned that they might try to copy Apple's ideas into a PC-based user interface. As a condition of getting an early start at Macintosh development, Steve Jobs made Microsoft agree not to ship any software that used a mouse until at least one year after the first shipment of the Macintosh.

In 1983, after his visit to Apple, Bill Gates made an exciting announcement at the industry's biggest trade show, Comdex -- he had a new, mouse-based graphical user interface called Windows. It worked just like the top-secret one Steve Jobs had shown him. Bill gates had stolen Steve's thunder before the Macintosh had been released yet. When Steve found out, he went ballistic. A rift that took decades to heal was formed. And the crucial lead in bringing a product to market was hampered.

Fast forward to this century. Apple allied itself with Google,

In 2001, when Google was a noob start-up with roughly $50 million in revenues, Google's co-founders met Steve Jobs and wanted him to become Google's CEO. Having just developed the iconic iPod, Jobs demurred and took Larry Page and Sergey Brin under his wing and mentored them.

In secrecy, Apple started development of the iPhone in 2004. In August 2005, Google quietly bought the Android start-up, when no one outside of Apple was supposed to know that Apple was working on the iPhone. Google Chairman Eric Schmidt joined Apple's Board in August 2006.

Apple launched the iPhone in 2007; later that year Google showed a video that compared Google-Android's original pre-iPhone "before" prototype -- it looked and operated more like a Blackberry than the "smart" phone look we all know today. That video compared the old look to a post-iPhone-launch "after" prototype that heavily-resembled the look-and-feel of iOS. This new look incorporated many of Apple's signature touch-screen innovations.

Google's leaders betrayed a longtime personal trust and friendship of Steve Jobs, stealing what he believed was Apple's most prized possession.

In Steve Jobs, by Walter Isaacson, Steve Jobs famously quoted,

"…I will spend every penny of Apple's $40 billion in the bank, to right this wrong. I'm going to destroy Android, because it's a stolen product. I'm willing to go thermonuclear war on this."

Steve Jobs is widely regarded as a visionary leader but could be harsh with people working around him. Leaders with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can affect other people. For many, high levels of emotional intelligence is essential for success.

Will Apple thrive as a creative company without Jobs? Did Steve Jobs balance emotion and intelligence as a leader? I believe he did -- his mistakes were from honest efforts at cooperation and collaboration, and an emotional commitment to others. Sure he was flawed -- we all are -- but his creative instincts were coupled with his emotional side. Even with some mistakes, we all move forward, if we persevere.

Steve Jobs' Thoughts on the Impermanence of All Things

From the CNN site: This article is the second of a three-part series adapted from the new e-book "Letters to Steve: Inside the E-mail Inbox of Apple's Steve Jobs," written by CNN tech writer Mark Milian.

Steve Jobs wasn't eager to disclose details of his health issues over the years.
That the Apple co-founder contracted a rare form of pancreatic cancer in 2003 wasn't disclosed until after his return from surgery more than nine months later. Another health problem, which was innocuously described at first as a "hormone imbalance," turned into a six-month leave during which Jobs underwent a liver transplant.
Yet Jobs' views on existence, as he increasingly faced his own mortality, became ever more poetic and less concealed toward the end. These could be seen in the rare interviews he'd grant but also in e-mail correspondences with acquaintances and strangers, which he often took the time to partake in.
"I don't think of my life as a career," he told Time in 2010. "I do stuff. I respond to stuff. That's not a career -- it's a life!"
Jobs also shared his condolences and personal revelations with others facing similar pressures. A man named James told the news site Business Insider that he e-mailed Jobs on April 20, 2010, to thank him for supporting an organ donor program. James mentioned that his girlfriend had died of melanoma two years before.

Jobs replied: "Your [sic] most welcome, James. I'm sorry about your girlfriend. Life is fragile."

"Letters to Steve: Inside the E-mail Inbox of Apple's Steve Jobs," by Mark Milian is available for download on Amazon.

The rare moments when Jobs publicly waxed philosophical were among his most memorable. Perhaps the most widely quoted is his 2005 commencement address to Stanford University's graduating class: "Remembering that I'll be dead soon is the most important tool I've ever encountered to help me make the big choices in life. Because almost everything -- all external expectations, all pride, all fear of embarrassment or failure -- these things just fall away in the face of death, leaving only what is truly important," he said.

"Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart."
He continued: "No one wants to die. Even people who want to go to heaven don't want to die to get there. And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because death is very likely the single best invention of life. It is life's change agent."
People often looked to Jobs for advice on dealing with the inevitable, and he seemed eager to offer his guidance.

One of the first calls Bob Longo, a former sales chief for the failed computer company Jobs founded called NeXT Computer, made after getting diagnosed with cancer was to Jobs. (They shared the same oncologist and radiologist.) The pair kept in touch, Longo recalled to the Pittsburgh Business Times, and Longo received an exuberant e-mail from Jobs after telling him the news that Longo's surgery was successful.

Longo told the Business Times: "Messages from him were generally laconic. This one had 20 exclamation points. I have a cousin who's a pretty well regarded cancer research doctor and told him the doctor Steve referred me to; he said, 'Don't even ask for a second opinion. Start your treatment.'"
Even in 1995, Jobs seemed undeterred in the face of death. He said in an interview with the Computerworld Honors Program: "We're all going to be dead soon; that's my point of view. Somebody once told me, they said, 'Live each day as if it would be your last, and one day you'll certainly be right.' I do that. You never know when you're going to go, but you are going to go pretty soon. If you're going to leave anything behind, it's going to be your kids, a few friends and your work. So that's what I tend to worry about."

Jobs set out to "put a dent in the universe," as he would say, and many believe he did just that. He transformed industries, improved important tools and changed the daily lives for billions of people.
But as much as the world may have needed a visionary like Jobs, he apparently needed us, too.
"You know, there's nothing that makes my day more than getting an e-mail from some random person in the universe who just bought an iPad over in the U.K. and tells me the story about how it's the coolest product they've ever brought home, you know, in their lives," Jobs said at the All Things Digital conference in 2010.

"That's what keeps me going. And it's what kept me going five years ago. It's what kept me going 10 years ago, when the doors were almost closed. And it's what'll keep me going five years from now, whatever happens," he said. Jobs died 16 months later to a public outpouring of grief.

Steve Jobs was a Buddhist and thinker beyond just technology, design and human capital management. In The Zen of Steve Jobs
">], we learn the story of Jobs' relationship withKobun Chino Otogawa, a person of great import to Steve. The story moves back and forward in time, from the 1970s to 2011, but centers on the period after Jobs' exile from Apple in 1985 when he took up intensive study with Kobun. Their time together was integral to the big leaps that Apple took later on with its product design and business strategy.

File under WTF...

Your best employee is your most productive, right? Maybe he/she is TOO productive. Take this case... the top tech person at this firm outsourced his own job, and garnered top ratings for his "efforts."

A security audit of a US critical infrastructure company last year revealed that its star developer had outsourced his own job to a Chinese subcontractor and was spending all his work time playing around on the internet.

The firm's telecommunications supplier Verizon was called in after the company set up a basic VPN system with two-factor authentication so staff could work at home. The VPN traffic logs showed a regular series of logins to the company's main server from Shenyang, China, using the credentials of the firm's top programmer, "Bob".

Read more at The Register...

Deconstructing the Xerox - Apple Myth

In the aftermath of the Apple patent lawsuit, there's a lot of misinformation making its way around the inter-web. This is a detailed deconstruction of the "Steve Jobs Stole Xerox's Secrets" myth may help readers understand the complexities, spanning decades. A salient chunk:

Here is the first complicating fact about the Jobs visit. In the legend of Xerox PARC, Jobs stole the personal computer from Xerox. But the striking thing about Jobs's instructions to Hovey is that he didn't want to reproduce what he saw at PARC. "You know, there were disputes around the number of buttons—three buttons, two buttons, one-button mouse," Hovey went on. "The mouse at Xerox had three buttons. But we came around to the fact that learning to mouse is a feat in and of itself, and to make it as simple as possible, with just one button, was pretty important."

So was what Jobs took from Xerox the idea of the mouse? Not quite, because Xerox never owned the idea of the mouse. The PARC researchers got it from the computer scientist Douglas Engelbart, at Stanford Research Institute, fifteen minutes away on the other side of the university campus. Engelbart dreamed up the idea of moving the cursor around the screen with a stand-alone mechanical "animal" back in the mid- nineteen-sixties. His mouse was a bulky, rectangular affair, with what looked like steel roller-skate wheels. If you lined up Engelbart's mouse, Xerox's mouse, and Apple's mouse, you would not see the serial reproduction of an object. You would see the evolution of a concept.

The same is true of the graphical user interface that so captured Jobs's imagination. Xerox PARC's innovation had been to replace the traditional computer command line with onscreen icons. But when you clicked on an icon you got a pop-up menu: this was the intermediary between the user's intention and the computer's response. Jobs's software team took the graphical interface a giant step further. It emphasized "direct manipulation." If you wanted to make a window bigger, you just pulled on its corner and made it bigger; if you wanted to move a window across the screen, you just grabbed it and moved it. The Apple designers also invented the menu bar, the pull-down menu, and the trash can—all features that radically simplified the original Xerox PARC idea.

The difference between direct and indirect manipulation—between three buttons and one button, three hundred dollars and fifteen dollars, and a roller ball supported by ball bearings and a free-rolling ball—is not trivial. It is the difference between something intended for experts, which is what Xerox PARC had in mind, and something that's appropriate for a mass audience, which is what Apple had in mind. PARC was building a personal computer. Apple wanted to build a popular computer.

- Posted by Tom/Bluedog

Outsourcing IT Jobs... to the U.S.!

Could cloud service providers help the U.S. become a destination for tech outsourcing, instead of an exporter of technology jobs? Grupo Posadas has five data centers supporting more than 100 hotels and other lines of business, but it is moving almost all of those operations to a service provider in Texas. The data center migration will be completed in November. Most of Posadas' data center equipment is leased and is due to expire this year, so it created an opportunity to make a move. Interestingly, a big obstacle to the re-patriation of IT work is that the U.S. finds itself on the receiving end of protectionist legislation in other countries that discourages use of non-domestic IT service providers, says the Information Technology & Innovation Foundation.

Running with Scissors Today, Leading Winners Tomorrow

Enabling the youth of America for leadership is a key theme at my children's school (and the subject of the principal's parting remarks at my daughter's promotion). I have been a huge proponent of the hands-on approach to leadership training, in both 10 year olds and in staff aiming to take up the reins at various technology efforts I've been involved with. I watch with great interest this TED Talk on the subject of letting kids do dangerous things... The speaker, Gever Tulley, is a co-founder of the Tinkering School. At this week-long camp, kids get to play with power tools to learn how to build, solve problems, use new materials and hack old ones for new purposes. Recently, Suzanne Lucas compares the approach here in the states to Switzerland (not Sweden, where she is residing: "Would you let your 3-yr play with a real saw? You would if you were a parent in Switzerland... Every Friday, whether rain, shine, snow, or heat, my 3-yr old goes into the forest for four hours with 10 other school children. In addition to playing with saws and files, they roast their own hot dogs over an open fire. If a child drops a hot dog, the teacher picks it up, brushes the dirt off, and hands it back.' Ms Lucas is provocative in her assertion that such kids grow up and lead the ones who were coddled... but her point is well-taken.