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    <title>The Burgeoning Need for Focus</title>
    <dc:date>2021-12-12T20:31:19+00:00</dc:date>
    <link>https://allenpike.com/2021/the-burgeoning-need-for-focus</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[<blockquote>This is a lot of why, I believe, so much of leadership revolves around building focus skills. Of course delegation is a critical tool here, as is prioritizing putting time into high-leverage activities. Whether we’re talking people or companies though, the oldest and simplest tool in the focus toolbox remains the most important: saying “No. We’re not going to do this right now.”</blockquote>]]></description>
<dc:subject>focus allenpike gtd productivity leadership management</dc:subject>
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    <title>7 Email Templates for Saying &quot;No&quot; at Work</title>
    <dc:date>2021-12-12T19:43:55+00:00</dc:date>
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    <dc:creator>mattb</dc:creator><dc:subject>management template productivity time business work email</dc:subject>
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    <link>https://larahogan.me/blog/bring-solutions-not-problems/</link>
    <dc:creator>mattb</dc:creator><dc:subject>leadership management persuasion project-management communication</dc:subject>
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    <title>An incomplete list of skills senior engineers need, beyond coding</title>
    <dc:date>2021-12-10T20:11:17+00:00</dc:date>
    <link>https://www.elidedbranches.com/2021/06/an-incomplete-list-of-skills-senior.html</link>
    <dc:creator>mattb</dc:creator><dc:subject>management checklist career engineering career-development leadership hiring</dc:subject>
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    <title>Andon (manufacturing) - Wikipedia</title>
    <dc:date>2021-12-03T05:51:26+00:00</dc:date>
    <link>https://en.wikipedia.org/wiki/Andon_(manufacturing)</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[<blockquote>In manufacturing, the term andon (Japanese: アンドン or あんどん or 行灯) refers to a system which notifies managerial, maintenance, and other workers of a quality or processing problem. The alert can be activated manually by a worker using a pullcord or button or may be activated automatically by the production equipment itself. The system may include a means to pause production so the issue can be corrected. Some modern alert systems incorporate audio alarms, text, or other displays; stack lights are among the most commonly used.</blockquote>]]></description>
<dc:subject>toyota manufacturing management quality qa qualitycontrol</dc:subject>
<dc:source>https://instapaper.com/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:467a57245bd9/</dc:identifier>
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<item rdf:about="https://larahogan.me/blog/dont-soften-feedback/">
    <title>Don't soften feedback.</title>
    <dc:date>2021-11-22T19:43:21+00:00</dc:date>
    <link>https://larahogan.me/blog/dont-soften-feedback/</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[“I’ve just described a ton of work, in addition to the hours you already spend preparing for your whole team’s performance reviews. You have an opportunity—and a responsibility—to deliver fair, clear, and empowering feedback to all of your teammates. Given how deeply you care about the inequities that your minoritized teammates face, I trust that you can put in this extra effort to do right by them.”]]></description>
<dc:subject>collaboration management critique feelings feedback</dc:subject>
<dc:identifier>https://pinboard.in/u:mattb/b:b5c28f4cb146/</dc:identifier>
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    <title>Check Your Work, Ask for Help, and Slow Down</title>
    <dc:date>2021-08-23T16:02:17+00:00</dc:date>
    <link>https://randsinrepose.com/archives/check-your-work-ask-for-help-and-slow-down/</link>
    <dc:creator>mattb</dc:creator><description><![CDATA["That’s the question that shows up in the middle of the night for me when considering a big decision. It’s a good question. What if you’re wrong? What will happen when you decide? Wander those pathways in your head and with your trusted peers because attempting to predict the unpredictable is a critical part of this process. You’ll need to explain these potential consequences when you’re presenting your decision to everyone.  That’s when I know I’ve decided. It’s not that I can explain the decision, it’s that I can tell you the story of how I decide, what I expect to occur as a result, and what we’ll do if I’m wrong. And you understand."]]></description>
<dc:subject>decision leadership management rans textplaylist</dc:subject>
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<item rdf:about="https://wherewithall.com/">
    <title>Wherewithall | Coaches and Trainers for Managers in the Tech Industry</title>
    <dc:date>2021-01-27T17:20:27+00:00</dc:date>
    <link>https://wherewithall.com/</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[Wherewithall is the fresh perspective you need, the support you can only give so much of, the skills that are too important for your teams to learn as they go. Growing leaders and managers takes a village and we’re eager to be in yours. With Wherewithall, you’re making long-lasting investments in your people, so you can continue to grow your company. We’ve worked with established and emerging leaders in the tech industry, with new teams, old teams, remote teams, teams of best friends and teams of folks butting heads. As managers and leaders ourselves, we deeply understand the skills and level of support required for success at every stage of the game. Let our team help yours reach its potential.]]></description>
<dc:subject>leadership coaching management service startup</dc:subject>
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<item rdf:about="https://www.earthclassmail.com/">
    <title>Virtual Mail for Businesses and Individuals | Earth Class Mail</title>
    <dc:date>2020-12-28T15:20:06+00:00</dc:date>
    <link>https://www.earthclassmail.com/</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[Forward your mail to our secure processing facility using our virtual addresses and receive high-resolution PDFs that you can access anywhere.


]]></description>
<dc:subject>travel mail automation service snailmail forwarding management business</dc:subject>
<dc:identifier>https://pinboard.in/u:mattb/b:c0f052c40550/</dc:identifier>
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<item rdf:about="https://randsinrepose.com/archives/a-few-small-things-you-can-do-as-a-leader/">
    <title>A Few Small Things You Can Do as a Leader</title>
    <dc:date>2020-03-16T23:57:38+00:00</dc:date>
    <link>https://randsinrepose.com/archives/a-few-small-things-you-can-do-as-a-leader/</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[<blockquote>Finally, and most importantly, as a leader, I’m aware that the expression on my face in a meeting tells everyone a lot about how it’s going. It’s not going well, but I’m choosing productive joy as my expression not because that how it’s going, but that is how I’d like it to be.</blockquote>]]></description>
<dc:subject>advice management rands coronavirus leadership</dc:subject>
<dc:identifier>https://pinboard.in/u:mattb/b:7506ae49937d/</dc:identifier>
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<item rdf:about="http://randsinrepose.com/archives/the-qa-mindset/">
    <title>The QA Mindset – Rands in Repose</title>
    <dc:date>2014-12-06T11:42:58+00:00</dc:date>
    <link>http://randsinrepose.com/archives/the-qa-mindset/</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[My concern is that the absence of QA is the absence of a champion for aspects of software development that everyone agrees are important, but often no one is willing to own. Unit tests, automation, test plans, bug tracking, and quality metrics. The results of which give QA a unique perspective. Traditionally, they are known as the folks who break things, who find bugs, but QA’s role is far more important. It’s not that QA can discover what is wrong, they intimately understand what is right and they unfailingly strive to push the product in that direction.]]></description>
<dc:subject>rands management testing development programming qa software</dc:subject>
<dc:source>https://instapaper.com/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:a0ed0964361e/</dc:identifier>
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</item>
<item rdf:about="http://whilefalse.blogspot.com/2014/10/when-defining-reality-dont-forget-to.html">
    <title>Elided Branches: When Defining Reality, Don't Forget To Deliver Hope</title>
    <dc:date>2014-11-18T15:13:48+00:00</dc:date>
    <link>http://whilefalse.blogspot.com/2014/10/when-defining-reality-dont-forget-to.html</link>
    <dc:creator>mattb</dc:creator><dc:subject>management</dc:subject>
<dc:source>https://instapaper.com/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:4459863cea3c/</dc:identifier>
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</item>
<item rdf:about="http://madeofmetaphors.com/shapes">
    <title>What Shape are You? - Made of Metaphors</title>
    <dc:date>2014-11-18T14:54:32+00:00</dc:date>
    <link>http://madeofmetaphors.com/shapes</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[These diagrams I’m drawing fundamentally express project development as a subtractive process: you start with a mountain of stuff to get done, and by the time you’re done, someone will have done all of it. These diagrams visualize the abstract notion that there’s “all the work” and each person subtracts some of it from the space, and you’re done when everything has been subtracted.

But not all work is subtractive. Consider a factory worker assembling cars. If he assembles 2 cars in a day, he makes the company a profit; if he works harder and assembles 4 cars in a day, he makes the company twice as much. This is an additive sort of work. You can do the same work, but just more of it, and you generate more value.
Creative endeavors are not additive. They are iterative, convergent processes, and so they are subtractive: you work until you have converged, and then you stop.
]]></description>
<dc:subject>videogames management</dc:subject>
<dc:source>https://instapaper.com/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:0c64826fe554/</dc:identifier>
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<item rdf:about="http://www.joelonsoftware.com/articles/LordPalmerston.html">
    <title>Lord Palmerston on Programming - Joel on Software</title>
    <dc:date>2014-11-06T16:16:35+00:00</dc:date>
    <link>http://www.joelonsoftware.com/articles/LordPalmerston.html</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[So for now, my advice is this: don't start a new project without at least one architect with several years of solid experience in the language, classes, APIs, and platforms you're building on. If you have a choice of platforms, use the one your team has the most skills with, even if it's not the trendiest or nominally the most productive. And when you're designing abstractions or programming tools, go the extra mile to make them leak proof.

]]></description>
<dc:subject>business development programming management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:9b490c02ce18/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:programming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.joelonsoftware.com/articles/DevelopmentAbstraction.html">
    <title>The Development Abstraction Layer - Joel on Software</title>
    <dc:date>2014-11-06T16:16:22+00:00</dc:date>
    <link>http://www.joelonsoftware.com/articles/DevelopmentAbstraction.html</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[Nobody expects Dolly Parton to know how to plug in a microphone. There's an incredible infrastructure of managers, musicians, recording technicians, record companies, roadies, hairdressers, and publicists behind her who exist to create the abstraction that when she sings, that's all it takes for millions of people to hear her song. All the support staff and management that make Dolly Parton possible can do their jobs best by providing the most perfect abstraction: the most perfect illusion that Dolly sings for us. It is her song. When you're listening to her on your iPod, there's a huge infrastructure that makes that possible, but the very best thing that infrastructure can do is disappear completely. Provide a leakproof abstraction that Dolly Parton is singing, privately, to us.

]]></description>
<dc:subject>business development management programming software</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:a4e28e9f4f14/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:programming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:software"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.joelonsoftware.com/items/2006/08/07.html">
    <title>Three Management Methods (Introduction) - Joel on Software</title>
    <dc:date>2014-11-06T16:16:10+00:00</dc:date>
    <link>http://www.joelonsoftware.com/items/2006/08/07.html</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[If you want to lead a team, a company, an army, or a country, the primary problem you face is getting everyone moving in the same direction, which is really just a polite way of saying “getting people to do what you want.”

]]></description>
<dc:subject>advice business management programming</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:28089c0ac0de/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:advice"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:programming"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.joelonsoftware.com/items/2006/08/08.html">
    <title>The Command and Control Management Method - Joel on Software</title>
    <dc:date>2014-11-06T16:16:01+00:00</dc:date>
    <link>http://www.joelonsoftware.com/items/2006/08/08.html</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[The Command and Control form of management is based on military management. Primarily, the idea is that people do what you tell them to do, and if they don’t, you yell at them until they do, and if they still don’t, you throw them in the brig for a while, and if that doesn’t teach them, you put them in charge of peeling onions on a submarine, sharing two cubit feet of personal space with a lad from a farm who really never quite learned about brushing his teeth.

]]></description>
<dc:subject>business development management software</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:dce5df741ef5/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:software"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.joelonsoftware.com/items/2006/08/09.html">
    <title>The Econ 101 Management Method - Joel on Software</title>
    <dc:date>2014-11-06T16:15:49+00:00</dc:date>
    <link>http://www.joelonsoftware.com/items/2006/08/09.html</link>
    <dc:creator>mattb</dc:creator><dc:subject>business economics management motivation programming</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:987d2a4fba83/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:economics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:programming"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.joelonsoftware.com/items/2006/08/10.html">
    <title>The Identity Management Method - Joel on Software</title>
    <dc:date>2014-11-06T16:15:24+00:00</dc:date>
    <link>http://www.joelonsoftware.com/items/2006/08/10.html</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[When you’re trying to get a team all working in the same direction, we’ve seen that Command and Control management and Econ 101 management both fail pretty badly in high tech, knowledge- oriented teams.
]]></description>
<dc:subject>business management motivation software</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:fa840d4d4fbc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:motivation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:software"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.joelonsoftware.com/articles/TwoStories.html">
    <title>Two Stories - Joel on Software</title>
    <dc:date>2014-11-06T16:05:53+00:00</dc:date>
    <link>http://www.joelonsoftware.com/articles/TwoStories.html</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[I want to tell you two stories from my career which I think are classic illustrations of the difference between tech companies that are well-managed and tech companies that are disasters. It comes down to the difference between trusting employees and letting them get things done, versus treating them like burger flippers that need to be monitored and controlled every minute, lest they wander off and sabotage everything.]]></description>
<dc:subject>management business programming software</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:1b7c409e7fb7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:programming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:software"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://randsinrepose.com/archives/category/management/">
    <title>Management Category at Rands in Repose</title>
    <dc:date>2014-11-04T18:54:56+00:00</dc:date>
    <link>http://randsinrepose.com/archives/category/management/</link>
    <dc:creator>mattb</dc:creator><dc:subject>management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:55d8ff0a7d53/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://fractio.nl/2014/09/19/not-a-promotion-a-career-change/">
    <title>It's not a promotion - it's a career change | Fractional by Lindsay Holmwood</title>
    <dc:date>2014-09-23T13:51:37+00:00</dc:date>
    <link>http://fractio.nl/2014/09/19/not-a-promotion-a-career-change/</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[Your job is not to be an engineer. Your job is not to be a manager. Your job is to be a multiplier.]]></description>
<dc:subject>management culture career software</dc:subject>
<dc:source>https://instapaper.com/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:fc20cd755128/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:career"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:software"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.asianefficiency.com/technology/omnifocus-mac-review/">
    <title>In-depth Omnifocus Review for the Mac OS X - Best Mac Task Manager</title>
    <dc:date>2012-12-25T03:05:33+00:00</dc:date>
    <link>http://www.asianefficiency.com/technology/omnifocus-mac-review/</link>
    <dc:creator>mattb</dc:creator><dc:subject>omnifocus management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:f236c4fb30d0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:omnifocus"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://asana.com/">
    <title>Asana - Task Management for Teams</title>
    <dc:date>2012-12-24T01:41:53+00:00</dc:date>
    <link>http://asana.com/</link>
    <dc:creator>mattb</dc:creator><dc:subject>business collaboration management productivity projectmanagement</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:5f5b0f9f436c/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:productivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:projectmanagement"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.randsinrepose.com/archives/2008/08/18/the_trickle_list.html">
    <title>Rands In Repose: The Trickle List</title>
    <dc:date>2012-12-19T21:41:18+00:00</dc:date>
    <link>http://www.randsinrepose.com/archives/2008/08/18/the_trickle_list.html</link>
    <dc:creator>mattb</dc:creator><dc:subject>career gtd management productivity rands</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:d34cef5a3461/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:career"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:gtd"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:productivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:rands"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.inc.com/magazine/20090401/how-hard-could-it-be-employees-negotiate-pay-raises.html?partner=fogcreek">
    <title>Why I Never Let Employees Negotiate a Raise, Corporate Culture Article - Inc. Article</title>
    <dc:date>2011-07-17T04:25:00+00:00</dc:date>
    <link>http://www.inc.com/magazine/20090401/how-hard-could-it-be-employees-negotiate-pay-raises.html?partner=fogcreek</link>
    <dc:creator>mattb</dc:creator><dc:subject>business career management money salary</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:feac7b96acf4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:career"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:money"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:salary"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://programmers.stackexchange.com/questions/92862/im-a-manager-how-can-i-improve-work-relationships-and-communication-with-progra">
    <title>management - I'm a manager. How can I improve work relationships and communication with programmers? - Programmers - Stack Exchange</title>
    <dc:date>2011-07-17T04:17:48+00:00</dc:date>
    <link>http://programmers.stackexchange.com/questions/92862/im-a-manager-how-can-i-improve-work-relationships-and-communication-with-progra</link>
    <dc:creator>mattb</dc:creator><dc:subject>management programming</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:cbea0e84b0b4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:programming"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.aaronsw.com/weblog/hiring">
    <title>How I Hire Programmers (Aaron Swartz's Raw Thought)</title>
    <dc:date>2011-02-15T16:16:07+00:00</dc:date>
    <link>http://www.aaronsw.com/weblog/hiring</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[There are three questions you have when you’re hiring a programmer (or anyone, for that matter): Are they smart? Can they get stuff done? Can you work with them? Someone who’s smart but doesn’t get stuff done should be your friend, not your employee. You can talk your problems over with them while they procrastinate on their actual job. Someone who gets stuff done but isn’t smart is inefficient: non-smart people get stuff done by doing it the hard way and working with them is slow and frustrating. Someone you can’t work with, you can’t work with.
]]></description>
<dc:subject>business hiring interview management programming</dc:subject>
<dc:source>https://instapaper.com/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:b8aa1fbf61a1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:hiring"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:interview"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:programming"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.slideshare.net/reed2001/culture-1798664">
    <title>Netflix Culture</title>
    <dc:date>2010-04-30T22:08:35+00:00</dc:date>
    <link>http://www.slideshare.net/reed2001/culture-1798664</link>
    <dc:creator>mattb</dc:creator><dc:subject>culture management netflix business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:87f76f0d50c7/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:netflix"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.joelonsoftware.com/items/2009/10/26.html">
    <title>Capstone projects and time management - Joel on Software</title>
    <dc:date>2010-01-11T02:40:22+00:00</dc:date>
    <link>http://www.joelonsoftware.com/items/2009/10/26.html</link>
    <dc:creator>mattb</dc:creator><dc:subject>education management programming college</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:mattb/b:8bb8aaf5793d/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:education"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:programming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:college"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.joelonsoftware.com/items/2007/10/26.html">
    <title>Evidence Based Scheduling - Joel on Software</title>
    <dc:date>2009-07-24T21:27:48+00:00</dc:date>
    <link>http://www.joelonsoftware.com/items/2007/10/26.html</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[Software developers don’t really like to make schedules. Usually, they try to get away without one. “It’ll be done when it’s done!” they say, expecting that such a brave, funny zinger will reduce their boss to a fit of giggles, and in the ensuing joviality, the schedule will be forgotten.]]></description>
<dc:subject>scheduling development projectmanagement programming project management</dc:subject>
<dc:identifier>https://pinboard.in/u:mattb/b:188cc77cf281/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:scheduling"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:projectmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:programming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:project"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://al3x.net/2008/09/08/al3xs-rules-for-computing-happiness.html">
    <title>Alex Payne — al3x's Rules for Computing Happiness</title>
    <dc:date>2009-02-10T21:33:57+00:00</dc:date>
    <link>http://al3x.net/2008/09/08/al3xs-rules-for-computing-happiness.html</link>
    <dc:creator>mattb</dc:creator><dc:subject>rules computing computers information software interesting mac al3x technology happiness lifehacks management opensource geek advice philosophy hardware</dc:subject>
<dc:identifier>https://pinboard.in/u:mattb/b:f1cbc76c9745/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:rules"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:computing"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:computers"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:information"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:software"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:interesting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:mac"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:al3x"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:technology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:happiness"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:lifehacks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:opensource"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:geek"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:advice"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:philosophy"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:hardware"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cs.umd.edu/class/spring2002/cmsc434-0101/MUIseum/applications/presentationtips.html">
    <title>Presentation Tips</title>
    <dc:date>2009-02-10T21:27:03+00:00</dc:date>
    <link>http://www.cs.umd.edu/class/spring2002/cmsc434-0101/MUIseum/applications/presentationtips.html</link>
    <dc:creator>mattb</dc:creator><dc:subject>presenting tufte reference powerpoint speaking management nnw lifehacks keynote speech work communication information presentation presentations read howto tips</dc:subject>
<dc:identifier>https://pinboard.in/u:mattb/b:495603d106a0/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:presenting"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:tufte"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:reference"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:powerpoint"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:speaking"/>
	<rdf:li rdf:resource="https://pinboard.in/u:mattb/t:management"/>
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</item>
<item rdf:about="http://www.randsinrepose.com/">
    <title>Rands In Repose</title>
    <dc:date>2008-08-18T16:52:14+00:00</dc:date>
    <link>http://www.randsinrepose.com/</link>
    <dc:creator>mattb</dc:creator><dc:subject>design software blog inspiration apple toread development business productive programming interesting blogs nerd career culture articles funny humor writing geek article lifehacks management technology tech web rands people daily productivity work</dc:subject>
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<item rdf:about="http://gettingreal.37signals.com/">
    <title>Getting Real: The Book by 37signals</title>
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    <link>http://gettingreal.37signals.com/</link>
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<item rdf:about="http://www.37signals.com/svn/posts/902-fire-the-workaholics">
    <title>Fire the workaholics - (37signals)</title>
    <dc:date>2008-04-10T15:52:56+00:00</dc:date>
    <link>http://www.37signals.com/svn/posts/902-fire-the-workaholics</link>
    <dc:creator>mattb</dc:creator><dc:subject>productive business management startup work entrepreneurship 37signals</dc:subject>
<dc:identifier>https://pinboard.in/u:mattb/b:6c2c4edede24/</dc:identifier>
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<item rdf:about="http://www.paulgraham.com/boss.html">
    <title>You Weren't Meant to Have a Boss</title>
    <dc:date>2008-04-09T23:18:29+00:00</dc:date>
    <link>http://www.paulgraham.com/boss.html</link>
    <dc:creator>mattb</dc:creator><dc:subject>advice article articles blog blogs business church code collaboration company cool culture development economics education food freedom freelance google inspiration interesting jobs life management Microsoft organization personal philosophy productive projectmanagement psychology reading reference relationships research social software startup startups studio tech technology tips toread tumblr Web work writing paulgraham career</dc:subject>
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    <title>Rands In Repose: Taking Time to Think</title>
    <dc:date>2008-01-10T01:23:17+00:00</dc:date>
    <link>http://www.randsinrepose.com/archives/2005/08/30/taking_time_to_think.html</link>
    <dc:creator>mattb</dc:creator><description><![CDATA[I don’t know what you do and I don’t know what you build. I am certain that if you don’t demonstrate creative thinking in what you build, you’re screwed because you, your team, and your product will stagnate. Kicking off brainstorming meetings are a tricky proposition. They are poorly defined, hard to run, and harder to measure. What comes out of these meetings might be brilliance or stupidity… the difference between the two is magnificently slim. Good luck.]]></description>
<dc:subject>management thinking rands</dc:subject>
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