Should people actually leave companies for better money?

I am continuing with my post on “why people leave companies?“. One of the factor (as pointed by few) can be greener fields (in terms of monetary gains). Let’s put a thought on who all leave for greener fields?

  1. The first placement: This is applicable to all people but mainly for B-school placement days. People make the decision on the basis of money, as it is an easy way of judging companies from outside. (Cup Vs Coffee – The presentation does matter for first impression). We generally expect good coffee inside good cup (expecting better culture and management with better payments).
  2. Dissatisfied employee: When a member of your team is not satisfied he starts comparing his fields with the existing market. Most of us do not do an analysis about our dissatisfaction. We generally blames our salary for it. Salary is certainly the most visible factor due to its quantitative factor. We can calculate the increase in salary at a visible surface but satisfaction improvement can only be hoped for.
  3. Creative and smart crowd: If the company pays same amount to an average and a smarter guy, either the smarter will become average or smarter will leave. The incentive structure based on performance is very important (and very difficult to achieve). Smart guys wants to progress faster and the company culture should support that. Companies needs to work out a plan to separate men from boys.
  4. At various career disconnected nodes There can be situations when current company may not be able to give you deserved growth due to other limitations forcing you to leave.

There can be other reasons (which I will be covering in my next post after “making a silicon valley inside your company”) but I have covered only about people leaving the company for greener fields. Let me explain why a fresher (initial phase of career, may be first 5 years) should not consider money (salary) as a deciding factor while leaving a company. Let me put a short story and explain it.

I went to the woods with God asking the same question “God, I am not earning enough. Look at my friends they are earning so much. I think I am not worth it”.

“Look around”, God said. “Do you see the fern and the bamboo?” “Yes”, I replied.

“When I planted the fern and the bamboo seeds, I took very good care of them. I gave them light.I gave them water. The fern quickly grew from the earth. Its brilliant green covered the floor. Yet nothing came from the bamboo seed. But I did not quit on the bamboo. In the second year the Fern grew more vibrant and plentiful. And again, nothing came from the bamboo seed. But I did not quit on the bamboo. He said.

“In year three there was still nothing from the bamboo seed. But I would not quit. In year four, again, there was nothing from the bamboo seed . I would not quit.” He said.

“Then in the fifth year a tiny sprout emerged from the earth. Compared to the fern it was seemingly small and insignificant…But just 6 months later the bamboo rose to over 100 feet tall. It had spent the five years growing roots. Those roots made it strong and gave it what it needed to survive. I would not give any of my creations a challenge it could not handle.”

He said to me. “Did you know, my child, that all this time you have been struggling, you have actually been growing roots?”

If you can survive (I repeat survive) then first few years of your career should be worked out for growing roots and building muscles. You should look for challenges and learning environment and money will follow you soon. In my words “If you follow money for first few years it will become a habit and you will always run after small money. Money will run after a well rooted man so try and grow roots for those heights”. Also remember that you can earn money even after 10 years but you can’t grow roots after 10 years.

Purpose of this post
Neither good companies can survive without good people nor good people without good companies. I have learned few things from my experience and here I put down in bulleted format :-

  1. Mentors for freshers: Many a time freshers have superficial expectations from companies and are not sure of their career. They keep comparing the salaries (even now we have products in India for pay comparisons). A good mentor can help a fresher understand the value of first few years and provide a good working culture. We have always tried to do that and in my next post “creating silicon valley inside your company” I will be explaining the methods. Companies should provide good mentors for freshers.
  2. Learning environment: Companies should provide a good learning environment. The teams should be a proper mix of experienced and new comers with proper diversification in culture and gender. At the end of the month with targets and sales for a person companies should analyze the learning curve for each employee. Companies should believe in creating smart workers than only creating works and sales.
  3. Analysis before leaving the company: If ever you leave the company make sure you have done a collective analysis with the HR department to make sure you are on the right path.

Switching companies are good for both the parties as companies can get fresh ideas through new employees and the employees gets a new culture to work in. But remember that life is not only about companies, jobs and money, it has more dimensions to it. Keep your values very high (as high as possible). Before leaving the company do following things

  • Sit with HR dept and explain them your problem as bold as possible. Leaving a company is not a crime so be humble and explain the problems boldly.
  • Allow some time to the HR dept and team to help you.

Why people leave companies?

Expect this post to be long and very long. People are the most important part of your organization. An entrepreneur can test the company’s success by measuring the cumulative experience and creative talent available in the company. First year (for fresher it can be 2 to 3 years) with the company is learning phase where you add industrial knowledge and existing competition into your thought process. It will take time to understand the customer need, the company architecture, the technology used, the products available and the overall USP of the company. It is always good to build on the existing strength and new people need to understand the existing strength and add it to their thought dimensions. In short people are the key. At the end of every 6 months an entrepreneur should perform this test and if there is no significant improvement with Human Resource then the processes needs to be changed urgently. THIS SHOULD BE GIVEN THE HIGHEST PRIORITY. Also entrepreneurs (companies) need to set targets for building people. Sales will happen if people are there. Company will innovate if creative people stay. Jack Welch of GE once said, “A company’s value lies between the ears of its employees”.

Every company goes through this problem of losing good and bad people. Bad people leaving the company is good but in my opinion a person who had worked for more than 1 year with you can’t be bad. If they were bad why were they tolerated for one year they should have been fired earlier. Good people can lose the motivation down the line and noone but company (the people responsible) should take the blame. There can be various reasons but certainly it is not easy to find and solve but here are some of thoughts from respected company creators (I got these articles through mail group and have no proof about the author of the article). I will put my thoughts in next post as a continuation of this post.

Some reasons why people leave companies

  1. Immediate boss is the reason people stay and thrive in an organization. And he ‘s the reason why people leave. says Aziz Premji
  2. For greener grass says Dr. Gopalkrishnan, Chairman TATA Sons.
  3. Unhappiness in a workplace says Dr. Gopalkrishnan, Chairman TATA Sons.

Azim Premji about people leaving companies
Azim Premji, Wipro

Every company faces the problem of people leaving the company for better pay or profile. Early this year, Arun, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer. He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office,and the very best technology,even a canteen that served superb food. Twice Arun was sent abroad for training. “My learning curve is the sharpest it’s ever been,” he said soon after he joined.

Last week, less than eight months after he joined, Arun walked out of the job. Why did this talented employee leave ? Arun quit for the same reason that drives many good people away.

The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called “First Break All The Rules”. It came up with this surprising finding:

If you’re losing good people, look to their immediate boss. Immediate boss is the reason people stay and thrive in an organization. And he ‘s the reason why people leave. When people leave they take knowledge, experience and contacts with them, straight to the competition. “People leave managers not companies,” write the authors Marcus Buckingham and Curt Coffman. Mostly manager drives people away?

HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, that thought gets strengthened. The third time, he looks for another job.

When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information. Dev says: “If you work for a jerk, you basically want to get him into trouble. You don ‘t have your heart and soul in the job.”

Different managers can stress out employees in different ways – by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets they are free agents. When this goes on too long, an employee will quit – often over a trivial issue.

Talented men leave. Dead wood doesn’t.

I will not putting my thoughts now but after putting another excerpt by Dr.Gopalkrishnan,Chairman TataSons. According to him people leave for a greener field or due to job dissatisfaction.

People leaving companies by Dr Gopalkrishnan

Mr.Gopalakrishnan succeeds Mr.Ratan Tata as Chairman of Tata Sons Ltd., the holding company for many of the Tata Bluechips like Tata Steel, Tata Motors,Tata Power, Tata Chemicals, Voltas, etc., Possibly he is the first non-Tata person to head the Tata Empire. The below article is really interesting !

The grass isn’t always greener on the other side !!

Move from one job to another, but only for the right reasons. It’s yet another day at office. As I logged on to the marketing and advertising sites for the latest updates, as usual, I found the headlines dominated by ‘who’s moving from one company to another after a short stint’, and I wondered, why are so many people leaving one job for another? Is it passe now to work with just one company for a sufficiently long period?

Whenever I ask this question to people who leave a company, the answers I get are: “Oh, I am getting a 200% hike in salary”; “Well, I am jumping three levels in my designation”; “Well, they are going to send me abroad in six months”.

Then, I look around at all the people who are considered successful today and who have reached the top – be it a media agency, an advertising agency or a company. I find that most of these people are the ones who have stuck to the company, ground their heels and worked their way to the top. And, as I look around for people who changed their jobs constantly, I find they have stagnated at some level, in obscurity!

In this absolutely ruthless, dynamic and competitive environment, there are still no short-cuts to success or to making money. The only thing that continues to pay, as earlier, is loyalty and hard work. Yes, it pays!

Sometimes, immediately, sometimes after a lot of time. But, it does pay.

Does this mean that one should stick to an organisation and wait for that golden moment? Of course not. After a long stint, there always comes a time for moving in most organisations, but it is important to move for the right reasons, rather than superficial ones, like money, designation or an overseas trip.

Remember, no company recruits for charity.

More often than not, when you are offered an unseemly hike in salary or designation that is disproportionate to what that company offers it current employees, there is always an unseen bait attached.

The result? You will, in the long-term, have reached exactly the same levels or maybe lower levels than what you would have in your current company.

A lot of people leave an organisation because they are “unhappy”. What is this so-called-unhappiness? I have been working for donkey’s years and there has never been a day when I am not unhappy about something in my work environment-boss, rude colleague, fussy clients etc.

Unhappiness in a workplace, to a large extent, is transient.

If you look hard enough, there is always something to be unhappy about. But, more importantly, do I come to work to be “happy” in the truest sense? If I think hard, the answer is “No”.

Happiness is something you find with family, friends, may be a close circle of colleagues who have become friends.

What you come to work for is to earn, build a reputation, satisfy your ambitions, be appreciated for your work ethics, face challenges and get the job done.

So, the next time you are tempted to move, ask yourself why are you moving and what are you moving into?

Some questions are:

  • Am I ready and capable of handling the new responsibility? If yes, what could be the possible reasons my current company has not offered me the same responsibility?
  • Who are the people who currently handle this responsibility in the current and new company? Am I as good as the best among them?
  • As the new job offer has a different profile, why have I not given the current company the option to offer me this profile?
  • Why is the new company offering me the job? Do they want me for my skills, or is there an ulterior motive?

An honest answer to these will eventually decide where you go in your career- to the top of the pile in the long term (at the cost of short-term blips) or to become another average employee who gets lost with time in the wilderness?

“DESERVE BEFORE YOU DESIRE” – Dr. Gopalkrishnan, Chairman TATA Sons.

These were some thoughts by some experienced gurus who have experienced the wind. I have an appointment with Mr Teeth Doc (my Dentist) and I will continue once I am back (expect next post). Do put your thoughts that why do you think people leave companies?

Other related post

Marketers should be dumber than customer

While writing my previous post about programmers being lazy and dumb I realized that marketer needs to be dumber than customer.

Recently while designing a mortgage calculator I learned a good lesson as a marketer. Our initial calculator had money in hand, rate, principle amount e.t.c, the very best calculator with print option, syndication features, export and almost the best in the industry. One of our own member who was going through mortgage found another calculator simpler as it asked few questions like “how much money do you need?”, “how much money do you have now?” e.t.c. He could fill it up and get the desired result. The simple calculator he used did not had print option or smart and intelligent calculations, it was dumb and offered the simplicity.

I think one of the ability a marketer should have is to think like a customer, really dumb customer (do read my experiences about blood test and Internet browser with customers).  We will be requiring some 5 to 10 marketers in next month and I think I am going to design a paper to test their ability to think as a dumber. I am seriously going to work with our HR on this test before I go for next campus recruitment.

I want to repeat what I learned as a good lesson.

“Never underestimate the ingenuity of stupidity”

11 lessons for budding entrepreneurs

As told earlier, here is the alpha (#1) post for the 101 series. With next 100 days I am planning to touch the omega (# 101). The first in series is the “11 lessons for budding entrepreneurs”. First 8 points were taken from another entrepreneur Sanjeev Kumar. He is the Chief Operating Officer of Portal Player Inc, known around the world as the company that supplies chips to Apple for its hugely popular iPod. It develops “semiconductor, firmware and software platforms for portable multimedia products such as personal media players, secondary display enabled notebook computers and personal wireless entertainment devices”. At the Tie-ISB Connect 2006, Sanjeev Kumar spoke about the eight lessons he has learnt as an entrepreneur . These are mantras that all budding entrepreneurs should keep in mind. I will putting my thoughts in it.

  1. Sanjeev: It always takes a long time to establish a company.
    Me: Our own calculation always delay. We thought we will touch our expectation within the calculated time but the IT architecture took more than our expectation (but it has become one of the best for online business). Also there are unexpected problems like HR drain at very wrong time pulling you back.
  2. Sanjeev: It always costs more (than you thought it would) to start a company.
    Me: We thought we will shift shift our own office but the government delayed the whole plan forcing us to buy another temporary building. Any such examples are there.
  3. Sanjeev: We need leaders, not managers, for an enterprise to succeed.
    Me: This is the biggest challenges a start up company faces. An actor who can direct, produce, write and act is the required for startup companies. Very tough to get as many good people are not convinced that your company has a greater vision. For this go for colloquia, talks, parties before going a placement. Introducing your company to good people is the most important factor. It cant be done at a PPT (Pre placement talks). Many of our company people are from my own B-school as they have heard about the company from me.
  4. Sanjeev: Perseverance pays. You have to believe in what you are creating, and keep the faith. In 2001, many people told us we were over, but we are still here.
    Me: Even do not go down for a minute in front of your team as they are looking upto you. Most of the time you are the only source of inspiration and motivation. Many a times we were discouraged but we kept the faith in what we were doing.
  5. Sanjeev: History does not always repeat itself.
    Me: Every single case needs to be handled carefully, do not just sit back and apply the last successful method for current problem. Many method that failed in past is paying good dividend at present.
  6. Sanjeev: Communication is key. Listening is extremely important. You should have the ability to listen to your employees.
    Me: Every positive word adds ample amount of energy and every negative talk takes away the existing energy. N.S.Raghvan Sir says that an entrepreneur needs to be like a sponge, listening to the team members and absorbing every bad thing. Keep talking to your team else you will lose them soon. Be realistic and offer challenges. Do not over promise as after few times people stop believing in your words. Always “talk the walk” and “walk the talk”. Entrepreneur’s Communication should be of high character not high personality.
  7. Sanjeev: Be prepared for the culture factor in the US and in India, though a lot of cross-pollination has taken place by now.
    Me: We faced the problem with fixed salary and incentives. Indian minds could not accept a constant salary and performance based high incentives. We tried many times to implement the incentive system as per US system but Indian culture could not digest it as per expectation. We then had to implement a mix. Take your employees to US to give them a feel. This money is a worth investment.
  8. Sanjeev: In good times, be prepared for the bad times. Good times will not last forever. Business is cyclical.
    Me: Remember that your employees also understands this and be humble during both the phases.
  9. Me: Do not treat leaders as employees as they will not stay long, they will learn things and help you grow but will not disclose every idea they get as they feel as an employee. Give enough shares to the good leaders and they will make the difference. They are not motivated with upcoming offices or more employees, they are more motivated with their future. Good team members are key for success and companies that understood this have become a good success. Be realistic with them and offer clear picture, motivate them with high incentives. They always watch your attitude and every negative move is discouraging them. Explain your moves and discuss it them. Treat them as partners else they will never stay for long.
  10. Me: Good people will never demand, its your job to offer them upto their expectations. According to me the equation is,
    (Person thinking about company) in secs is proportional to (company thinking about the person) in secs. If you want a person to think more about your company you start thinking about the person. If you say, “how can I help Mr X to achieve his dreams”, Mr X will also say,”How can I help company to achieve its vision”. Many employees do not think about company as you are not thinking about them. Keep this equation strong. 
  11. Me: Be ready to document things. We have everything documented from access details to knowledge. This helps when someone is leaving the company. Be a captain and document as much as possible. My Boss documents the maximum in our company as he understands the value.

I know there are plenty more from our experiences but I promised myself to stop after 11 points as per the series.

HR Help

As few of you know that these days I am more serious being a HR leader than anything else. According to many (including me) the people who can understand the company better should do the HR planning as it is the most important and toughest job. From understanding each project to each member is really the toughest job. I have almost spent last three months on our new incentive structure where I have tried to link every single person’s progress with the progress of their team (and over all company). Only the future can tell the success but then I am committed to change it and make it as perfect as possible. Thanks to my seniors for great guidance.

Other HRs who are interested in more HR talks can surely find the following link important

This answers 10 questions:-

  1. How to Deal With a Negative Coworker: Negativity Matters.
  2. How to Implement Strategic Planning: Vision Statement, Mission Statement, Values.
  3. When Management Systems Fail: Why Employees Don’t Do What You Want Them to Do.
  4. How Do You Know When It’s Time for You to Go?
  5. Personal Courage and Conflict Resolution at Work.
  6. Workplace Conflict Resolution: Managing Your Human Resources.
  7. Achieve Your Dreams: Six Steps: Accomplish Your Goals and Resolutions.
  8. Rise Above the Fray: Options for Dealing With Difficult People at Work.
  9. Bad to the Bone: Dealing With a Bad Boss or Bad Managers.
  10. Twelve Tips for Team Building.

I will write the featured posts for this week. I got busy with some affiliate management projects so had to work on Saturday as well. Hoping to find some time tomorrow for blogging.

Till then Enjoy

Basic needs of a human being

I am not talking about the needs, which help to survive, like food or water, but the ones, which helps to live. Be it a company, a family, circle of friends or any social network threaded with humans, these basic needs can’t be overlooked. During my Masters at NIMC our Organizational Behavior’s professor asked me a question, “Will you accept a job offer with relatively larger pay package but located in a very remote part of the world?” I think I answered yes but later at this stage I could understand the question very well. These days many of us live in a crowded city, work in an over-managed office but still enjoy no better experience than the job offered by the professor. The reasons behind burn outs, frustrations are highly related to our needs.

These are the basic needs of a human being:

  • Love: Every human needs love in some way or the other. I do not need to explain this as every single book deals with it. Love doesn’t have to permanent or true. It is basic exchange of human vibes. Someone to speak to, someone to laugh with and someone to share with. A relationship with God with faith can define the love. Whenever I am in problem I share it with God and I feel very relieved.
  • Identity and Recognition: This plays a very important role in organizations. In case of family if the love is there then identity and recognition won’t play a significant role. Every person tries to discover his/her own identity at every single stage of life. Big package offering companies that fail to recognize good employees eventfully fail.
  • Urge to create: Every human has an urge to create. No one can control other beyond a limit. As a manager if you think you can ignore this need you are fooling yourself. Organizations should thrive to provide a climate that can appreciate the urge. If you stop creating you start growing old, as old age is nothing but a state of more memories and less desires.

Money only as a good servant:
Is money a need? Yes it is but we need to be careful with it. It is a good servant but a bad master. Let’s not work for money but let the money work for you.

Manager to Leader – Your call

This is an extension of my previous post on Manager vs programmer. Leaving programming was a little difficult for me but then with time I am able to survive weeks without it. I haven’t left it altogether as I keep trying the new technologies with a bit of programming. Also I keep transferring my experiences with code management and optimization to upcoming programmers and leaders.

Leader Vs Manager

This post is an attempt to define the thin line between leadership and management. Is there some difference? Yes there is but not visible to all. In many companies they call top-level executives as managers but in our company we address them
as leaders, "Grmtech Leaders". Let me share my opinion and experience about these look alike but still dissimilar words.

  • Things Vs People: As many say the basic difference is that we manage things and we lead people. Managers are skilled, structured, controlled, and systematic. Leaders have an urge to create; hence they are visionaries, flexible
    and creative.
  • Job Vs Call: Management is more about reputed companies, designation while leadership is a Call. Our CEO Vikas Kedia rejected a reputed company, a designation and a $1,00,000 job-offer to pursue his dreams. Leadership is
    all about believing in yourself and a gut feeling about your intuitions.
  • Management is more refinement but leadership is about revolution: Managers follow the success successfully and help you sail smooth. Leaders can revolutionize the whole concept to create the tipping point. Leaders are
    more risk taking. I knew managers who kept complaining about various company policies but never taken a step to correct it as it was not under their periphery. In other words leaders can bring changes.
  • Inspire vs Instruct: Managers get things done through control but leaders believe in empowering. Leaders believe in stroking the fire within people while managers light the fire under people. Managers seek authority but leaders influence.
  • Leadership goes beyond rulebooks: Most of the companies are over-managed but under-led. Managers often work within the rulebooks and hierarchies, often considering co-workers as just another resource. Leaders often listen to their heart allowing them to take steps to offer extra. Dhirajlal Hirachand Ambai ( ‘Dhirubhai’ is a nickname ), who was enormously large-hearted with those he considers his benefactors during his days of struggle, he has been known to dole out massive sums of money across the table without expectation of its being returned. He cared about his people beyond the rulebooks and 1989 Patalganga flood shows it all. "Apart from began a financial wizard, Dhirubhai is a truly magnificent organizer, and has been able to give his employees the impression that they can unequivocally count on him in times of distress. For example, when an unexpected flood hit the industrial township of Patalganga, and washed out three entire villages on ‘Black Monday’, 24th July 1989, the human factor in the Reliance complex there was the least badly affected, through the factory itself was totally submerged. More than twenty inches of rain fell in just eight hours in an area that had no flood history in the previous 80 years. The downpour was accompanied by winds rising to more than 80 kilometers per hour. Out of 384 people dead and 264 missing, not a single person was a Reliance employee. As many as 1,500 families were rendered homeless, and 1,15,000 people rendered destitute, but none of these were Reliance personnel." read more about Dhirubhai…
  • Leaders Vs Managers == Visionary Vs Missionary: Leaders are visionaries who can see the future and do the needed changes keeping future in mind. They allow present pain for future gain. Managers are there to manage the current functioning and follow the smaller missions.
  • Time based managers to all time leaders: Leaders needs to be ethical, as people not only obey their command but follow them in all aspects. Managers are observed while at work but leaders are followed all time. People try to own their leaders and every unethical work done by a leader leave a visible or invisible scar on people. In today’s era political personalities are more managers than leaders. Mahatma Gandhi was followed even beyond what he asked for. Leader tries to develop character than personality. In order to lead you need to be right there as an example. To manage you can still survive with any example but to lead you need to be one.
  • Transfer of Vision, Excitement, Passion and Knowledge: The post can go on and on with various other differences but I will like to conclude it with one of the most significant difference. The transfer of vision, excitement,
    passion and knowledge. A leader wants to move ahead by transferring knowledge and is not scared of losing his importance with knowledge transfer. Leader is excited and is able to transfer the excitement by showing them the same vision. By making them understand the vision, a leader is able to develop the same passion and commitment among people.

Is this post against Managers?
No, not at all. It is a call for all including the managers. I have tried to explain the thin line separating the men from boys. Managers (rather managerial behaviors) are also required in any company but leaders often are proven as better managers. Developing yourself as a leader doesn’t mean leaving the managerial responsibility; it is about looking beyond the existing territories.

It’s your call

Including Blog in your CV. Will You?

I was wondering whether people add blog in their CV or not. At least in India I have hardly seen anyone doing it. I will prefer to have my blog on my CV as it will allow any HR to know me better. They can spend time with my personal still public diary explaining my interest.

I was discussing with one of my friend who is compelling me to show some creativity with CVs and I am wondering but thinking too. Hopefully soon you can see my CV is different creative models. I have taken almost 100 interviews if I am not wrong. In this course I have seen variety of CVs, some of it were really creative and few funny. Today I saw a CV, which mentioned languages known in a tabular format covering 25% of your 2nd page. It was a 3×3 table, with row mentioning the languages and column “Read”, “Write” and “Speak”. Each cell were either ticked or crossed.

Time to prepare some unique CVs.

Manager vs. programmer – My Story

(do not forget to read my other stories at digg)

I am working with R&D team, exploring new things, doing programming, optimizing codes, handling servers but on the other hand I have 5 to 6 teams which summate to 40 people. Handling people is art so is programming, each module demands time so does each member. The problem was not work, I can work both as a manager and a programmer but it was the thinking, a manager’s mind and a programmer’s mind. Do managers work? Do programmers like documentation? I spent almost a month with my boss which helped me improve as a manager cum programmer, in tech terms a Techno-Manager.
Continue reading “Manager vs. programmer – My Story”