April 2013
Intermediate to advanced
272 pages
5h 10m
English
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CHAPTER 2
RIDICULOUSLY IN CHARGE
Recently I was discussing similar people issues with another CEO. I asked him why he thought those problems were there. He talked about some reasons, most of which had to do with the various players involved, and also the constellations of a few teams. But then I asked him a simple question.
“And why is that?” I asked.
“What do you mean? I think it is the reasons I just said.”
“I know the reasons you said, but why do those reasons exist?” I continued.
“I don’t get it. . . . What do you mean?” he asked further.
“Who is the leader? Who is in charge of the culture? Who is in charge of the ways that it is working, the fact that all of that exists?” I pushed.
He just looked at me, and nodded. “I am,” he said.
“So what ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.