Learn to say, "I don’t know." If used when appropriate, it will be often.
It is easier to get into something than it is to get out of it.
If you are not criticized, you may not be doing much.
Look for what is missing. Many know how to improve what’s there, but few can see what isn’t there.
Viewgraph rule: When something appears on a viewgraph (an overhead transparency), assume the world knows about it, and deal with it accordingly.
Work for a boss with whom you are comfortable telling it like it is. Remember that you can’t pick your relatives, but you can pick your boss.
Constantly review developments to make sure that the actual benefits are what they are supposed to be. Avoid Newton’s Law.
However menial and trivial your early assignments may appear, give them your best efforts.
Persistence or tenacity is the disposition to persevere in spite of difficulties, discouragement, or indifference. Don’t be known as a good starter but a poor finisher.
In completing a project, don’t wait for others; go after them, and make sure it gets done.
Confirm your instructions and the commitments of others in writing. Don’t assume it will get done!
Don’t be timid; speak up. Express yourself, and promote your ideas.
Practice shows that those who speak the most knowingly and confidently often end up with the assignment to get it done.
Strive for brevity and clarity in oral and written reports.
Be extremely careful of the accuracy of your statements.
Don’t overlook the fact that you are working for a boss.
* Keep him or her informed. Avoid surprises!
* Whatever the boss wants takes top priority.
Promises, schedules, and estimates are important instruments in a well-ordered business.
* You must make promises. Don’t lean on the often-used phrase, "I can’t estimate it because it depends upon many uncertain factors."
Never direct a complaint to the top. A serious offense is to "cc" a person’s boss.
When dealing with outsiders, remember that you represent the company. Be careful of your commitments.
Cultivate the habit of "boiling matters down" to the simplest terms. An elevator speech is the best way.
Don’t get excited in engineering emergencies. Keep your feet on the ground.
Cultivate the habit of making quick, clean-cut decisions.
When making decisions, the pros are much easier to deal with than the cons. Your boss wants to see the cons also.
Don’t ever lose your sense of humor.
Have fun at what you do. It will reflect in your work. No one likes a grump except another grump.
Another day, another list.
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It seems that there are two ways to create a group. And when I say "group" I mean a software team, a band, a company, a project, or whatever.
One way is for one person to have an idea and start working on it. Soon he drags in another guy and they work on it until there’s a solid foundation to the group and things are rolling. Pretty soon other people start to notice and ask to join. They join one by one and are indoctrinated to the philosophy of the group. The hard decisions have been made, so the only people who are attracted are those who want to actually contribute.
The other way is for one person to have an idea and broadcast, "Hey everyone! I’ve got this idea and I think we should start a group to do it! I’ve created a mailing list for it, so everyone who’s interested should subscribe and we’ll all create something great!" A bzillion people join, there’s lots of enthusiasm and energy, and they argue so much over the name of the group and what the icon should look like that nothing gets done.
Every time I’ve seen approach #1 it has worked out pretty well, and every time I’ve seen #2 it’s fallen apart. Examples of #1 are Linux, MacBSD, most bands, HTML, Apple, the United States, and Microsoft. Examples of #2 are MacLinux, the PDI band, NeXT, the Perot campaign, the European Union, and VRML 2.0.
People are quick to volunteer work and slow to work. The quickest way to kill a project is to attract people who will grind it to a halt with their enthusiastic non-action. Slow assimilation works best.
Alcohol increases reaction time and errors during decision-making.
- People who live in safe, well-lit neighborhoods are more likely to walk and get exercise.
- College drinking is just as bad as researchers thought, but not worse than expected (try pondering that one after chugging a beer).
Well, duh, you might think — and you wouldn’t be the first. The practice of hypothesizing, testing and publishing the seemingly obvious is widespread.
Accounts of "duh" research abound.