In my oral communication, I use lots of images and I tend to prefer the most vivid or unusual ones. I apparently also use some maxims of mine that have become staples of my speech, to an extent that I've been derided (in a good spirit) by my team about these.

I have read and heard many times a warning that it's easy to become complacent with oneself. Taking this warning into account, I sometimes submit myself to a "reality check" by going some questions and trying to answer them as honestly as I can. It should be easy since nobody is watching and there's therefore no shame to have; the environment of these questions should be conducive to honesty. One of these questions, crafted to let me know whether I am on the right track to becoming a good manager (or for that matter, a good person) is "Do you welcome being told what you do not want to hear?"

I have a theory. Not a dream, mind you.

I've been reflecting back on the tools I've put in place for my current team, in anticipation of the next hiring in the team. I was wondering whether we would do a better job at integrating new team members than we did in the past for recent hires.

Of all the challenges that the management of a software development team poses to me, the nurturing of a growth mindset is the one that I see as the most acute.

This is the contents of a document I wrote for my manager so that he knows what to expect from me with respect to my style of management. This was written two years ago, on August 17, 2017. I've made minor adaptations to its contents so that the format is better suited to a blog article.