SharePoint web part lifecycle

For various reasons, I’ve found myself doing Web Part development for SharePoint 2007. While I suspect I’ll be blogging more thoroughly about it later (possibly even via SharePoint Blues, who knows) , I thought I’d contribute my first useful SharePoint link: The lifecycle of SharePoint Web Parts.

My WebForms experience is rather limited, but on the surface, the list looks a lot like a WebForms control’s life cycle. The reason I needed this list specifically is that I wanted to know the point at which I could safely assume that other web parts would be connected and their data would be available.

Chapter 5: But I Can’t Because…

(This is part 5 in a series of posts where I document my progress through reading Becoming a Technical Leader: An Organic Problem-Solving Approach by Gerald Weinberg, answering the questions at the end of each chapter)

1. Do you know someone whose leadership style you particularly admire?

“Try to create a short career biography of this person, characterized in MOI terms. If possible, interview the person to check your perceptions.”

I can’t really name anyone for this exercise. This has been the primary reason I’ve been sitting on this blog post – the rest of it has been ready for quite a while now. I’ll just have to move on, unfortunately.

2. When was the last time you made a major change in your career?

“Which do you remember best, the factual details, or the feelings?”

I think the one and only major change so far has been leaving my first job after nearly seven years. I was primarily anxious, and afraid that I wouldn’t be good enough for the “real world”. Definitely feelings.

3. How did you react the last time someone you know well made a major career change?

“What else does that tell you about yourself?”

I was happy for that person, and a little envious. I felt like they were going somewhere, while I wasn’t. It’s mostly an issue of low self-esteem.

4. What change in your career have you made that you still don’t fully accept?

“don’t fully admit to others? to yourself? Can you now let go of it? Why?”

I’m not sure what this question is asking. A change that I wasn’t actually fully aware of, and hence don’t accept it, or a change that was forced on me? Either way, I don’t think I have any good examples.

5. Can you remember the first major decision point in your career?

“Can you still recall your feelings? Were you afraid to take the step? Was your fear justified? Was it worth it anyway?”

See question 2. Yes, I was afraid. Yes, I think the fear was justified, because I didn’t think we had ever assessed our actual competence level realistically. It was worth it, though. The next time I moved to a new job, I wasn’t anxious, and I think I made a point of looking at the right things when making the decision. I also got valuable experience from that job.

6. What are your choices for the next major decision point?

“What happens to your body as you contemplate each possible alternative? What messages pop into your mind?”

More or less direct responsibility. More or less of time in the spotlight. Less seems comfortable, but a bit boring. More makes me nervous and excited. The messages are along the lines of “do you want to make a difference or not?”

7. Have you ever been appointed Leader of anything?

“Did people begin to assume that you, as Leader, would now handle situations that they could perfectly well handle themselves? How did you deal with these situations? Were you so taken with your new status that you tried to handle them yourself, rather than delegating them where they belonged? How did your actions affect the group’s later reactions to you as Leader?”

Worse. I was so taken with my status, that I tried to handle things even when nobody asked me to! It lead to tension, bad decisions and me realizing that I wasn’t anything close to a real leader.

8. Next time you are appointed Leader of some group, keep a list of situations …

“… in which people assume that you as Leader will come up with the crucial ideas, but in which you exercise leadership by changing the environment so as to encourage them to do it. Keep going until you have at least ten items.”

Um, OK.

9. Have you ever felt when appointed Leader that you were essential to the group?

“What did the group do when you were not around? What did they do when you eventually left? Could there have been some sort of self-fulfilling prophecy in operation?”

See question 7.

10. For some group you work with, consider ho much of your influence in that group derives from your appointed position.

“How much comes from your idea power? How much from enhancing the idea power of others? Are you satisfied with this mix?”

Influence from appointed position is something I’d like to mostly do without. Most of my influence tends to come from my own actions and ideas. So far, I haven’t been very good at enabling others, except when paired with someone who is a good match with me.

11. Tomorrow morning change your traditional breakfast in some way.

“Notice if your day changes.”

I seemed to be a bit more focused in the morning, having a routine-breaking thing I needed to do.

12. For the next two weeks, change your breakfast each day according to some new idea each day

“(such as fewer or more calories, faster of slower preparation, more or less wholesome, more interaction with other people, less interaction with others, more appealing to look at, thirty minutes later, thirty minutes earlier, in a different place, using different utensils, hot instead of cold, cold instead of hot, more liquid, less liquid). Note what, if anything, is happening to you, and summarize the effect at the end of the two weeks.”

After a couple of days I settled into a mode, where I expected that my morning routine, while being routine, would change every day. I tried to avoid planning too much in advance, so I had to think on my feet to respond to the changes. I’d go as far as to say I was a bit more prepared for routine things to change in other areas of my day.

13. Tomorrow change the way you interact with some person you see frequently.

“Try to do it in such a way as to improve your interaction. Note the results.”

A tiny bit of conscious effort daily can have a huge positive impact on interaction, at least when both parties are naturally inclined to get along anyway. 🙂


Previously: Chapter 4: How Leaders Develop  Next up: Chapter 6: The Three Great Obstacles to Innovation

Duct tape, pine cones, a Swiss Army knife and a virtual machine or two

Today, two things that amaze me to no end:

First, a set of tools for functional testing, that allow me to write .NET code that talks to a Java server which starts a web browser, and makes it load JavaScript which then calls back to the server, and somehow this setup works and allows me to control multiple web browsers in a coordinated manner!

Second, something I thought about today only after I left work was still bugging me when I got home. So I fired up my Windows XP Mode, used it to open a VPN connection (via a web browser!) to work. Through the VPN I then used Remote Desktop to connect to my work desktop. On that desktop, I fired up my Windows XP Mode, and used it to open a VPN connection (standalone client, this time) to a network hosting a production server. Through the VPN I then used Remote Desktop to connect to the server, wherein I fired up SQL Server Management Studio to run a query against the production db.

what would mcgyver do

The most amazing thing?

While in Management Studio, I selected the query I had written, and hit Ctrl+C.

Then, I moved focus back to the computer I was physically on, opened Notepad, and hit Ctrl+V.

And it worked.

Don’t let anyone tell you programmers can’t get their shit together. If copy-paste can work reliably through that many layers, it can’t all be doom and gloom. 😉

PS. Longer-than-usual wait on Chapter 5. I’m not procrastinating, I’ve answered most of the questions already. Some of them, however, were exercises spread out to the next two weeks, and I can’t really write down the results until I have them. 

So I switched jobs again

This is not a lolcat.Like I wrote in a previous post, I’ve now began my first week as a developer working for Sininen Meteoriitti. Today was day two. Time to put down a few impressions.

First, the most important thought that bubbled up in my sleep-deprived consciousness today (while watching The Big Lebowski and recovering from a rather heavy pizza – there goes the diet!) was that I’m now part of a larger community of developers that give a crap. Obviously not a very well integrated part, this being day two and all, but a part nonetheless. This has some rather profound implications, chief among them that I no longer have an excuse to not get shit done.

In previous positions, I’ve had ideas on how to build up the collective competence of my team, to do geeky, fun stuff while learning in the process. So far, my follow-through rate has been abysmal, and I’ve always had at least one obstacle that I could point to and say “see, that’s why I can’t make this work.” Possibly I’ve even been right a couple of times. This time, though, I’m told from the get-go that if I’ve got ideas, I’ve got support too. It’s all up to me.

Today I got several interesting nudges from Jouni, wicked bastard that he is. 🙂 One of them resulted in an idea: learn F# and hold a brown-bag lunch presentation where I introduce it to others. I’m not committing to a date, but it would combine two goals of mine: practicing the art of presentation and learning a new language. So yeah, I think I’ll put that on my to-do list. Starting with the “learn” part.

I also got my first assignments, and in the process realized how poorly I really know ASP.NET, especially the Visual Studio tooling. The stuff I do know was probably current sometime back in 2004. Crap. Far from being a technical leader – if this is the yardstick, I’m a crappy follower.

Speaking of leadership: I don’t think I mentioned why I’m blogging my answers to questions presented in a book. I suck at sticking to doing something, be it physical exercise, a diet or answering difficult personal questions in the name of learning. The point of these posts is to force me to think about each question, and write the answer down. I hope the content is interesting enough to warrant the search engine hits I seem to be getting…

In Chapter 4 I set myself a goal of practicing my guitar playing for 15 minutes every day. It’s a sad testimony of my piss-poor commitment that I managed to miss two days from the last seven. I also recalibrated my expectations: instead of trying to play and sing at the same time, I’m concentrating on playing riffs right, with a metronome. It seems to be working, too. Who knew? 😛 I’m combining daily practice with what I got from reading The Talent Code: I’m trying to split the problems into chunks, then practice the chunks in a way that allows me to fail in a controlled way, and then hone that failure away. Once that’s done, I can do the same thing with the chunks, and so on. (I’m paraphrasing heavily here.)

On the study front, I failed again to sign up for the study techniques course. This time I remembered it, and even had a reminder to sign up. Unfortunately, while my other spring courses opened up for registration yesterday, registration for that one ended last Friday. They’re doing this on purpose, I frigging know it. I did manage to sign up for two grueling math courses that should keep me occupied for the spring. In fact, when I plotted them on my weekly calendar, the idea that I might have tackled more seems absurd. I also decided to not re-take the exam for Theory of Computation. I’m not going to learn anything significant in the exam, and improving the grade would only serve my ego.

Also, finally got me an iPhone, which explains the gratuitous cat photo. This concludes my status update. I promise I’ll follow up with Chapter 5 soon.

Chapter 4: How Leaders Develop

(This is part 4 in a series of posts where I document my progress through reading Becoming a Technical Leader: An Organic Problem-Solving Approach by Gerald Weinberg, answering the questions at the end of each chapter)

1.  Do you have some skill that you have improved over a long period of time?

“Can you plot your progress, and can you apply your methods of learning to that of learning to be a better problem-solving leader?”

I guess programming is the best I can do here. The method, so far, has mostly been solving real-world problems. Applying the same methods for learning leadership would require actually trying to be one. Sure, it’s possible. But we’ll have to wait a while to see if I’ll do that or not. Then again, the question was can you, not will you.

2. Can you describe a plateau you are now occupying?

“Are there signs that you may be approaching the ravine [the drop in skill just before a rapid rise to the next plateau]? Are you trying to stay out of the ravine, or learn what you can from tumbling in?”

I write reasonably good code, and I have a good overall grasp on the landscape of programming. However, I still haven’t managed to do anything properly with functional programming, because it’s damn hard. That’s a ravine right there. I’m actually trying to leap in, but I get tired of it fast, and eventually quit.

3. How long has it been since the last time you climbed to a new plateau?

“Are you still enjoying the feeling of being on the flat? What are you doing to get ready for the next one?”

The plateaus, ravines and sharp climbs in my progress seemed to come in two-year cycles in the beginning. I’ve been doing this for ten years, but the last time I observed a sharp increase was about four years ago. So either I’ve been on the same plateau for four years, or I’ve been paying less attention to the change.

I’m trying to study Computer Science, to brush up on the theory behind the practice. That’s my number one strategy for preparing.

4. In the course of your life, what have you learned about learning?

Learning requires intense focus, passion and a tough skin to tolerate the constant failing. It’s also a lot of work.

5. Set yourself some personal achievement that you can practice for fifteen minutes every day for a week.

“Keep a record of your progress. Next week, pick another achievement.”

I’ve been practicing the guitar riffs to HIM’s cover of Wicked Game. Now I’m going to try to sing and play at the same time. 🙂


Previously: Chapter 3: A Problem-Solving Style  Next up: Chapter 5: But I Can’t Because…

The whole idea of “learn a new language every year” is that you are a programmer. Programming is what you do. You are defined by being a programmer, by writing code. That is you, right? And it is a type of craft, and it requires craftsmanship. And in order to develop that in yourself, you learn a new language every year, and you develop yourself as a programmer.

Chapter 3: A Problem-Solving Style

(This is part 3 in a series of posts where I document my progress through reading Becoming a Technical Leader: An Organic Problem-Solving Approach by Gerald Weinberg, answering the questions at the end of each chapter)

1.  Observe someone you consider a leader.

“Make a list of this person’s activities when working with others, and see how many of them fit into the categories of understanding the problem, managing the flow of ideas, and controlling the quality. Are there activities on this list that you never do? Why not?”

For this, I’m going with a project manager I used to work for. His way of working was first to get a cursory understanding of the problem. Sometimes he’d go deeper, sometimes he’d decide it was something he didn’t need to understand it thoroughly, so he’d just dish it out to the team. At that point, he would “fan the flames” for every spark of an idea anyone had, and if there was nothing, he’d try seeding the discussion with an idea of his own – sometimes a sane one, sometimes a clearly ridiculous one. Anything to keep the floodgates open. He also had a knack for figuring out ways to test our solutions. A little bit of something for every category, then.

I’d say that while I’m fairly apt at understanding problems and testing the quality of solutions, I’m not very good at encouraging ideas. In fact, I tend to either quietly think to myself or dominate the whole discussion, being more of a participant than a moderator.

2. Observe someone you don’t consider much of a leader.

“Make a list of some simple opportunities for exercising leadership that this person misses. Do you miss these same opportunities? Why?”

I know one person whose role in the team officially sets him up as a leader. Yet he would much rather delegate the day-to-day leadership to someone who is officially in a position of less responsibility. I do think I miss some opportunities just like he does – sometimes even on purpose, if I’m not feeling up to it.

Back when I was officially a “senior software engineer”, my mistakes were of a different sort. I put myself up on a pedestal, but then didn’t actually live up to that image, and didn’t really lead at all.

3. Do you ever have trouble getting people to pay attention to your ideas?

“How do you react to their ideas?”

Sometimes I see people so stuck in their particular train of thought, that they won’t actually consider any idea that doesn’t fit their mental model of the problem. It’s tolerable for a while, but if repeats often enough, I tend to flip the bozo bit on them. After that, I typically dismiss their ideas without thinking them over – not consciously, though. Sometimes I manage to catch myself in time and actually consider what they’re saying, after which I assess the idea on its own merits.

4. What techniques do you use for gaining perspective on what you are doing when you are working in a group?

“when you are working alone? How might you improve your ability to see your own actions?”

Usually, if my approach doesn’t work and I get frustrated, I launch into meta-mode, circling around the problem and my mental model of it. If I’m actively working with a group at the moment, I’m likely to fall quiet and zone out. When I’m already alone, I don’t need that extra distance. Sometimes I use instrumental music to focus. I tend to reflect on my own actions a lot afterwards, but if I’m in a particularly emotional state, I can’t view my own actions very subjectively even in meta-mode. I need to learn how to keep my cool.

5. Next time you work with a group, list all the things you do to exercise leadership.

“If you don’t have at least ten items, do the assignment again, and keep doing it until you get a list of ten things out of one activity. When you have your list, put the items into categories of understanding the problem, managing the flow of ideas, and controlling the quality. Does your style tend to favor one category over the others? Which of your actions don’t fit into any of these categories?”

This one is hard to answer now, because I’m about to leave my current team, and most everyone else is on vacation. I’ll have to come back to this one later.

6. Overall, what new actions would you need to practice to strengthen your style as a problem-solving leader?

I need to set my own need for approval aside, and instead of obsessing over being the one who solves the problem, learn to be the catalyst for it.


Previously: Chapter 2: Models of Leadership Style Next up: Chapter 4: How Leaders Develop

Chapter 2: Models of Leadership Style

(This is part 2 in a series of posts where I document my progress through reading Becoming a Technical Leader: An Organic Problem-Solving Approach by Gerald Weinberg, answering the questions at the end of each chapter)

This chapter develops a model for discussing an environment for leadership. The model has three parts: Motivation, Organization and Ideas, abbreviated MOI.

[Edit: I missed one question when I typed these up. The missing question was number 5, and what I posted as question 5 is now question 6]

1. How would you characterize yourself in MOI terms?

“What were you like five years ago?”

Currently I’d say I’m highly motivated and fairly well stocked in ideas. In the last five years, the biggest change has been in the idea department, as I’ve gathered experience, read up on new ideas and tried them out. My motivation has been fairly high all the time, and stable at that. I’ve never been very organized, ever. I’ve even tried a bunch of ways for keeping organized. Some of them even worked (for example, making a daily list of things to do). I tend to abandon them after a run of success, though, after which the inevitable decline happens.

2. How much are you willing to do to change your MOI profile?

“What specific actions do you have planned for the next five years? next year? next month? tomorrow? today?”

The previous answer highlights one of the things I know to be my, let’s say *cough* less strong aspects. I don’t really feel much of a need to change the M axis, and the I axis is covered in my constant push for learning. However, the O axis clearly needs work.

I’m willing to give almost any sane method a try. It doesn’t make sense to try fixing this problem on the very long term, but evidently the short term isn’t right either. Perhaps a month of practice coupled with weekly notes on how well things worked would be a good start.

3. Can you think of specific events that triggered an agreeable change in your MOI profile?

“Do these events have anything in common? What can you do to increase the frequency of such events?”

The last clear milestone I can think of was when I began to have a kind of focus in learning. It was approximately five years ago, when I realized I couldn’t expect my co-workers or bosses to tell me how things should be done. The previous one was triggered by uncertainty of my own proficiency at work. The events are almost polar opposites, but both drove my motivation which in turn helped me stock up on ideas.

The best way to drive this sort of change is likely actively going outside my comfort zone.

4. Do you have a different MOI profile at work than you have in your life outside of work?

“What does this tell you about yourself?”

I think the differences are negligible. I very much identify with my professional persona, for better and for worse, which is probably the main cause for the similarity. One interesting difference is that outside work, I’m more comfortable taking a leadership position and being a catalyst, possibly due to the less severe responsibilities involved.

5. Is your current leadership style contributing to your happiness?

“to the happiness of the people around you? to making the world a better place for everyone?”

Outside work, yes. At work, a little less, maybe. I don’t think I have a significant contribution in making the world a better place, but just like you can die from a thousand paper cuts, a thousand tiny little things that are better make up for one bigger thing. In that sense, yes.

6. At the moment, does your principal motivation for change come from promise of reward of fear of punishment?

“Is this the best mode for you? If not, what can you do to get more of the other kind? How about some other kind of motivation entirely, such as an increased sense of self-worth?”

I could have chosen to stay where I am now, as I am now, and gain rewards for that. On the other hand, trying to step outside the bounds of what I usually do is, at least in my mind, more risk-prone, and as such, more likely to result in ‘punishment’. Therefore I’d say neither of the two apply. Instead, an increased sense of self-worth is a fitting description for my motivation for change in general, not just this particular exercise in changing.


Previously: Chapter 1: What is Leadership, anyway? Next up: Chapter 3: A Problem-Solving Style

Evolving code and the language of programming

Some days ago I stumbled across this passage in a blog post titled “Code fast”:

“Students simply cannot code fast enough to express themselves. When confronted with a problem, particularly a small algorithms problem, my first instinct is to write a little snippet of code for every solution I dream up. I can do this, because I write code very quickly.

My students can’t. They simply do not have the practice at expressing themselves rapidly using these thinking machines which surround us, which means that any and all of their programs are arduous constructions which must be carefully planned in advance because the cost of doing it wrong is many hours wasted.”

This managed to give shape to a thought I’ve had on more than one occasion. While the time I spend at the university is too little for me to observe this in students, I see it a lot at work.

I keep being amazed by programmers, who would rather tack on an extra ‘if’ clause and make code more complicated, rather than take a step back and recognize that it could be dramatically simplified. This usually happens when either the problem statement – or their understanding of it – changes.

Where I see code as a living thing, they see it as a static construct. The first time I really paid attention to this difference in views was when a co-worker in my current project came to ask me for assistance.

A while earlier I helped draft a solution to a problem we had, but I didn’t spell out the exact details. Instead, I just explained the gist of the idea and waved my hands about regarding the implementation. This wasn’t quite enough to get him started, though, so he came to me to ask for more specific things.

I don’t have much faith in UML, and I didn’t feel like drawing a picture anyway, because I didn’t yet have a clear design in mind.  Instead, I explored the problem and potential solutions by writing code.

First, I wrote a bit of structure that got me started. Next, a bit of actual, working code. A moment later I needed a similar block in another place, so I quickly extracted out a method. Then, after a few additions and modifications, the extracted method became unnecessary, so I inlined it again. I wrote a conditional clause, and the next moment inverted it because I felt it would be clearer that way.

When I was finished, the co-worker fell quiet for a moment, then said: “well, this was certainly a learning experience. I believe I saw four different versions of that code in under a minute.”

It’s a language in more ways than one

“Programs must be written for people to read, and only incidentally for machines to execute.”

Harold Abelson and Gerald Sussman

Expressing yourself requires a language. Expressing yourself in the form of a program requires a very specific kind of language, and that language is called ‘programming’.

A writer should always be willing to change their text to better convey the message. A programmer should always be willing to change the shape of the solution to better match the idea behind it. Unwillingness on the writer’s part leads to sentences that are tiresome to read. On the programmer’s part it leads to programs that are hard to understand.

Willingness alone is not enough, though – to pull it off, you need fluency in your language. When you’re a beginning programmer, programming is a foreign language, and you have a small vocabulary. Imperative programming suits this skill level pretty well, because you can just string together a run-on sentence that you call your program.

After a while, you become more proficient, and learn how to shape longer expressions. At this point, the programming language plays a larger role, as it encourages certain sorts of expressions and limits others. The differences here are most pronounced between classes of programming languages – rather a lot like families of natural languages.

Finally, there is the culture behind the language. You can’t expect to be proficient in a foreign language without at least a cursory understanding of the culture that shapes the language. In programming, that culture teaches us to think in abstractions, keep our abstractions cohesive, our dependencies minimal and our interfaces clean, among other things.

A programmer in touch with the culture is far better equipped to communicate a solution to both the computer and the maintainers of the code than a programmer having trouble putting together a succinct sentence.

Parting words

I’m not sure I’m even close to anything resembling a conclusion here, and I’m finding this post particularly hard to wrap up. There are a lot of related things I would like to write about, but this is already the fourth revision of this post, and as they say, “real artists ship”. In the end, I’m leaving you with a promise to return to the subject, along with yet another quote:

“A language that doesn’t affect the way you think about programming, is not worth knowing.”

Alan Perlis: “Epigrams in Programming

Chapter 1: What is Leadership, anyway?

(This is part 1 in a series of posts where I document my progress through reading Becoming a Technical Leader: An Organic Problem-Solving Approach by Gerald Weinberg, answering the questions at the end of each chapter)

1. Observe someone you consider a leader.

“How is this person’s life different from yours? Which of these differences are a result of being a leader? Which of them are a cause of being a leader?”

The first three times I read this question, I tried to search my memories for true leadership from my own work history. Then I realized that my perspective is far too narrow.

I have an old friend who is a natural leader. He was clearly the alpha, but for the most part, he also made a point of caring about people around him. Back in the day I’d disagree with him over a lot of things, yet happily follow him most of the time. I think he also has a narcissistic streak – at the very least, from time to time he would obviously put his own agenda or ego before everything else. But then, he’d also be brutally honest about that side in his personality, which made it tolerable.

From what I hear, he has things pretty well in order these days. Family, kids, whatnot, whereas I’m still figuring out what and who I want to be. I think he’s always had an inner vision of what life for him should be. The differences between me and him are probably mostly the cause, not the effect, of him being a leader.

2. How would you expect your life to be better if you increased your leadership skills?

“Which of these improvements will arise from your changed behavior, and which from recognition of the changed behavior from other people?”

Increased confidence, I think, primarily. A self-image that isn’t in constant flux. This answer may be a bit misleading in that I don’t expect that to happen as a result of the things I need to change. Rather, that is the first thing that I need to change. If recognition from others will drive positive things, it will probably be a sort of a feedback loop. I don’t think any good change can come entirely from the outside.

3. How would your life change for the worse if your leadership skills increased?

“Will these changes be worth the rewards? How can you change, yet behave in such a way that these changes do not affect you so adversely?”

I tend to fluctuate between bouts of really low self-esteem and feeling like I’m the most important person in the world. Now, if the change improves my self-esteem, I’ll probably have a hard time keeping my ego in check. I’m hoping I can avoid the worst by keeping a keen eye on the mirror.

4. Make a list of situations in which your presence seems to increase the productivity of others.

“Alongside this list, identify situations in which your presence seems to decrease the productivity. How can you characterize the differences between these situations? (Fore example, increases in productivity might involve working with people you know well, or working on a problem that is new and different. Or perhaps just the reverse is true for you.) What do these lists tell you about yourself and the environments that empower you?”


  • When I’m the most experienced programmer on the team
  • When I’m allowed to work as a free agent, researching the issues that are giving others grief.


  • When I’m the other party to a personality conflict. Arguing with someone instead of arguing for a case is very tiring. It drains me, and I’m sure it drains others as well.
  • When I manage to sidetrack another person, or even the whole team.

I tend to carve myself a niche where I get the warm glow of appreciation from people. Typically I stay well within my comfort zone, which is sort of a bummer, growth-wise.

5. Based on the two lists from the previous question, are you statistically an asset to groups, or a liability?

“Do you seek out situations in which your leadership will be positive, or do you more often look for situations in which you can learn to do better? Do you, in fact, learn from these situations, or do you just keep repeating yourself?”

I think I’m a net benefit, but then if I didn’t, I wouldn’t be writing this, I guess.

A lot of the time it seems like projects start out promising really interesting learning opportunities, but end up being a bunch of boring grinding. Whether that’s due to unrealistic expectations, or learning the lessons quickly, or merely me being fickle is really hard to say – the jury is still out on that. Still, I feel like I’ve learned something on every project I’ve been on.


Next up: Chapter 2: Models of Leadership Style.

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