Managing Web Developers in Lehi, UT
Interviewed another candidate today. A colleague used a challenge based on computing square roots. It’s a very simple problem and still gives a quick feel for a candidate’s comfort with JavaScript and solving problems with code.
I’ve added it to the (tiny) suite of interview code challenges. See github.com/ManagerJS paper-code/whole-root. I hope you find this useful conducting interviews and preparing for interviews.
Here’s a copy of the challenge for your convenience:
Thank you everyone for your interest and support during the first two month’s of this blog. With over 50 posts published I’m drawing down now. I already take Sundays off to recharge. Since I’m a Scoutmaster and my troop meets on Wednesday nights I’m adding Wednesday to my blog-free days.
A discussion I was having with a frustrated coworker reminded me of these decision making myths from Professor Roberto. We maintain a belief in a number of myths about how decisions are made in groups and organizations… “Myth #1: The chief executive decides. Reality: Strategic decision making entails simultaneous activity by people at multiple levels… Continue reading Roberto’s 5 Decision Making Myths
Dear ManagerJS, I’m upset about something stupid I did yesterday. I was in a meeting with several peers. One of them suggested an improvement to our hiring practices. Before I knew what I was thinking I was already speaking. I said, “I categorically reject that suggestion.” Can you believe that? Not, “I see it a… Continue reading I Was a Condescending Jerk
Confirmation bias Is probably the single biggest problem in business, because even the most sophisticated people get it wrong. People go out and they’re collecting the data, and they don’t realize they’re cooking the books. Dan Lovallo, interview with Dan Heath, quoted in Decisive, Chip and Dan Heath, page 12.
we don’t attribute correctly when we think about others versus ourselves. We have a bias in the way we attribute the causes of success and failure — particularly failure “When we observe … highly flawed decision making we often ask ourselves, ‘How could they have been so stupid?’ We often attribute others’ decision making failures to a lack… Continue reading Roberto on Fundamental Attribution Error
You can have intellectual curiosity. You can relish inquiry. But I still think people don’t like being wrong. And as much as I dislike being wrong, I hate being in the wrong. I snapped at a direct report today. It was in a tense voice, at a normal volume. It was one sentence long.
Warning!: This is not a very helpful post. I’m just sharing because I have to. Feel free to round-file this post if you’re in a hurry. This isn’t important. I followed this series of links and found something at the end funny enough to make me chuckle, then giggle, then laugh until I cried. Your… Continue reading Don’t Speak From “The Cloud”
In almost all successful change efforts the sequence of change is not “Analyze, Think, Change,” but rather, “See, Feel, Change.” “You’re presented with evidence that makes you feel something. It might be a disturbing look at the problem, or a hopeful glimpse of the solution, or a sobering reflection of your current habits– but regardless,… Continue reading Successful Change Follows SEE FEEL CHANGE
About time for me to read Crucial Conversations again.
If Leadership and Self Deception had a baby with ManagerTools.com it would be Crucial Conversations. The book takes an intensely personal view of leadership and combines it with an emphasis on observable behavior and concrete action. More good information in this book than you can absorb after only one reading.
I highly recommend the book. It is universally useful. If you ever talk to other people then you will eventually need the skills in this book.
