Gylthuin is a collection of articles on technology, organizations, mathematics and leadership
Let’s imagine you have a situation, a team, a problem, you’re trying to influence. In this model of leadership, we visualize our stance as being relative to the problem.
Generally speaking, the stances don’t have a positive or a negative connotation - they are simply a way of thinking about how leaders influence or work with teams.
Remember:
I’ve been doing a fair bit of strategic thinking with work and clients in the last 2 years. These last few rounds have forced me to become a little bit more deliberate, primarily due to the variety of companies and spaces I’ve had to deal with. This is the first in a series of blog posts describing strategic thought, the way I’ve been conducting the sessions, and some of the artifacts it produces.
This started as a very short list of questions and comments that Farhan shared with me. He told me that he used a version of these questions to help himself choose what to do next, and where to go next.
I built on those questions, and what follows is a brain dump of all of the questions that I had. As I go through the exercise, I’m distilling the questions down to the most essential, which is section that follows this one. As long as I haven’t finished that list, the Essential Questionssection will end with an ellipsis(…).
I’ve also included some analysis on my work history and what I’ve learned in the last 4-5 years.
Technical conversations are hard: a few loud people drone on, consensus is rarely reached, layers of paint are added to empty bike sheds.
Whether you’re trying to align people around a new architecture, a new team structure, or a new tool, even healthy teams can fall victim to these problems.
