Tag: personality

Recognition: One of Team Magnet’s Masterminds

Recognition: One of Team Magnet's Masterminds (Image by http://www.sxc.hu/)

Background

At Magnet Forensics, I lead an awesome team of people with the mission of creating forensics software to help investigators around the world solve crimes. We’re stacked with incredible people–and not only on the team I’m on, but company-wide. We do a great job of recognizing our achievements as an organization and as a team, but also on an individual level. If someone has gone above and beyond, we don’t keep that a secret.

I’ve been trying to make more of a conscious effort to recognize the people I work with, especially in ways that are unique to my own style. I think recognizing people in person is important, but you also need to consider your setting. Sometimes recognition in a public forum isn’t actually appreciated or isn’t nearly as effective as appreciating in a one-on-one setting. I find even for myself that I get uncomfortable when being recognized in a public setting.

With that said, I wanted to recognize an individual I work with without shining too much of a spotlight directly her. Thank you, Christine, for all of your hard work.

Broken Retrospectives

At Magnet, we try to adhere to some agile philosophies.  It lets us pivot pretty quickly to customer needs–which keeps them quite happy–and still lets us deliver rock solid software. We develop in short cycles called “sprints” and at the end of every sprint we have a retrospective to look back at what worked well and what didn’t. That way in the next sprint we can make improvements. Keep the good stuff, drop the broken stuff and try out a thing or two that’s new. This is excellent for continuous improvement unless…

They don’t work.

We would run our retrospectives religiously, but it seemed like nobody really wanted to be there. It was a seemingly forced meeting where I felt a lot of the time I was trying to stir up conversation. By the end of the meeting, just about everyone would have chimed in, but there weren’t a lot of ideas being generated. It was long, boring, and didn’t accomplish any of the goals we wanted it to. Thus, our development cycles stayed basically the same for a while. They worked and they didn’t appear to be broken enough that people wanted to see change.

Things remained the same until I received some input from Christine. When Christine read an article on LinkedIn called I Like, I Wish, I Wonder, she thought it might have some positive carry-over to our development process. If Christine thought that it might spark a change in our retrospectives, that was more change than I was hearing from the team in general (including myself, to be fair). So I decided we’d give it a shot.

Annnd we haven’t looked back since.

I won’t go too in-depth on how I Like, I Wish, I Wonder has rocked our retrospective world because I want to save that for a separate write-up. The point is that it did, and it’s all thanks to Christine for digging it up for us. We’ve started to completely overhaul different aspects of our development process now that retrospectives are effective. I really started to realize just how big of an impact it had when I was explaining some of the development process changes to our CEO. I remember thinking “Wow… If we wouldn’t have switched our retrospective process, we’d be nowhere near as efficient”.

So, thank you for the retrospective idea, Christine. For anyone else looking to flip retrospectives around, try out the I Like, I Wish, I Wonder scheme.

Personalities

I can imagine a lot of people in the development world don’t think too much about personalities. I know I didn’t. Sure, everyone is different. Everyone has their own effective ways of communicating, things they like, things they don’t like, and optimal situations for working. I get it. Now let me go do my work and you go do your work. In an ideal world, you just assume everyone can figure out everyone else that they’re working with, and things will just be fine. Except things are never ideal, and it never hurts to put in a bit more effort to make sure you can get your team up to speed.

So we tried something out. I worked with my HR manager (read: communicated a potential scenario for our development team, let her run free with her awesome creative ideas, and then helped her where she needed it) to roll out a Myers-Briggs personality test for a small sub-team of our development team. If you aren’t familiar with the tests or the concept, check out the link and read up on it! We figured it would be best to try this kind of thing out on a small part of the team to see if they would find value in it, and if so, we’d try the whole team.

After we rolled out the Myers-Briggs results with the small team, the benefits were immediately noticeable. We didn’t even have to leave the room before seeing the benefits. We knew there was some potential here, so we were already excited to try it out with the rest of the team. With everyone being aware of how other individuals may act and react when communicating and working, it makes a big difference in how particular scenarios are approached.

Thank you, Christine, for making differences in personality something to be cognizant of and then supporting our roll-out of Myers-Briggs. For anyone reading this that manages a team or is part of one… Consider the personality types of the people you work with. Maybe you don’t need a formalized Myers-Briggs plan, but it’s worth raising awareness of it.

Thank You, Christine

Christine, you’ve made a lot of great contributions to the team and I’d like to thank you for them. Our development processes have been able to greatly improve thanks to your initial suggestion. I’m sure we would have adapted over time, but your suggested tweaks have certainly acted as a catalyst. Your furthered support with the personality type analysis and subsequent rollout was also greatly appreciated. You were able to participate in our mini-experiment and offered great feedback to turn it into a success for the entire team.

Thank you. I’m looking forward to what this year will bring!


v6.2 of IEF from Magnet Forensics! – Weekly Article Dump

IEF v6.2 from Magnet Forensics

v6.2 Release: Mobile Forensics Upgrade

I like to be able to use these weekly article dumps for little summaries of what’s going on in my work life, and I think this is a perfect opportunity to acknowledge our latest product update at Magnet Forensics. We just pushed out v6.2 of Internet Evidence Finder and we’re incredibly proud of the work we’ve done. Like any release we have, we pour our hearts into making sure it’s a few big steps forward. We’ve done our best to listen to customers and work with them to address any bugs, but we’re always trying to push the boundaries in our features.

Some of the new offerings in v6.2 of Internet Evidence Finder include:

  • Dynamic App Finder: We now offer a solution for recovering mobile chat applications that we may not have otherwise supported. This is a great discovery tool and has proved to be very powerful even in our early tests. Read more about it here. v6.2’s secret weapon!
  • Chat Threading: Visualize chat threads within our software as they look in their native applications. If you’re looking at a Skype conversation between two or more people, it will show up just like it does from within Skype. A lot less jumping between records to piece together a conversation.
  • L2T CSV Support: L2T CSV files can now be loaded directly into our timeline viewer.
  • Case Merging: Combine multiple IEF cases together or pull in data from TLN/L2T CSV files.
  • More Artifacts: v6.2 is no different than previous releases when it comes to adding new artifacts!
    • AVI carving
    • Hushmail
    • TOR chat
    • Flash cookies
    • Offline gmail
    • Additional Chrome support
    • … and more.

If you’re a forensic investigator, v6.2 is going to be an awesome upgrade or addition to your suite of tools. If you’re not, then check out Magnet Forensics to see what we’re all about and so proud of what we do. Congrats to Magnet on an awesome release of v6.2!

Articles

  • In praise of micromanagement: I’m still very early on in my career, so it’s difficult for me to have an opinion on this article and back it up. It’s a bit controversial, so of course I want to take the other side and disagree with it.There’s that, and I have some discomfort when it comes to Apple so I like to turn off when I see articles on Apple or Steve Jobs. Regardless, I thought that there was an interesting perspective in this piece to share, and maybe even if I can’t see it right now, others would benefit from reading through it. Is there a place for micromanagement? Can it be done right? Are people like Steve Jobs just an exception to an otherwise good rule?
  • The Myth of the Rockstar Programmer: Scott Hanselman says that rockstar programmers don’t exist–rockstar teams do. I completely agree. When your company is so small that you essentially don’t have teams, this might not hold. Maybe you have three developers and each one is a rockstar in their own right. That’s probably a it different. More often than not, you’re not working with one or two people developing a product for a company. It’s not about having one rockstar with all the programming super-powers take charge on the team. It’s about creating a team where everyone has their own strengths and weaknesses and then organizing them to operate at full efficiency. Teams. Not individuals.
  • Strengthen and Sustain Culture with Storytelling: This is an article that I can really align myself with. Nancy Duarte writes about something that’s often lost when small startups are transitioning into small businesses. It’s entirely possible some companies don’t even make it out of the start up phase because this thing is already going south. Storytelling. It’s important to be able to share stories with people as you bring them on board to your company. They need to know where the company has been and how it’s gotten to where it is. New hires need to feel like their part of the family as they are brought on board, and without conveying your company’s mission and values properly you start to lose that alignment.
  • Ignoring Your Test Suite: Another programming article here, but this post by Jesse Taber has some deeper lessons to be learned, in my opinion. The article talks about something not all programmers do, but should: write code that tests their code. This lets developers catch problems early on (because catching a problem now might cost a bit of time, but catching the problem later could be devastating). Running code tests regularly is a process that allows you to ensure the foundation of your software product is structurally sound. But what happens when you have flaky tests? What happens when you introduce a new failure and don’t bother to fix it? After all, you have 3000 tests, and you know why test ABC is failing anyway. Don’t put processes in place just for the sake of having them. Everything you do should be done for a reason, because your business doesn’t have time for anything else. Don’t enable poor habits. If you’re noticing problems in your process, identify why they are happening and look to get them fixed. Maybe you need to adjust your process because it doesn’t fit anymore.
  • Cameron Sapp – Recognizing The New Guy: This one is from me. I wrote up a little recognition piece about a colleague and teammate, Cam Sapp. I want to be able to write more recognition posts, but I started with Cam. He’s been a great addition to our team both from a technical and work culture perspective. All of Magnet is glad to have him on board.
  • Don’t Work For Your Boss, Work For Your Company: I thought that Ilya Pozin had written something great when I cam across this article. Hierarchies in the workplace can often cause disconnect and disengage employees. So why do we have them? I’m not against hierarchies–I think they serve a purpose. However, I think necessary measures need to be put in place to ensure that hierarchies aren’t detracting from the company’s goals. In this article, Ilya says to not work for your boss. Your goals at work should not be to satisfy individuals or only do things for your boss so you can get your promotion. Align yourself to the company values and the mission of the company. You’ll remain engaged and happy to do the work you’re doing. In the end, if you’re not happy doing work that’s aligned with your company’s mission, vision, and values, you might be in the wrong place.
  • Creativity and the Role of the Leader: This article discusses where ideas come from and how leaders fit in to the grand scheme of things. The traditional mindset is that ideas come from the top and then are pushed down to employees to carry out the work necessary for bringing the idea to fruition. However, it’s increasingly more common where ideas are actually generated by employees, and it’s the responsibility of the leader for nurturing idea creation and ensuring that ideas that are aligned with the company’s mission can succeed.
  • Will Your Firm Endure?: In this article by Tim Williams, I took away two key points. In order for your business to be absolutely sure it can endure, everyone needs to be viewed as replaceable. I don’t mean in the sense where we can trade John for Joe and not care because we don’t value human qualities, I mean strictly from the skills and responsibility aspect. There shouldn’t be instanced in your business where if an individual were to disappear one day your company wouldn’t be able to carry on. The next is acknowledging strengths and weaknesses. When people have some obvious strengths, they have weak areas too. There’s nothing wrong with that. It’s normal. Make sure your teams are constructed of people with complementary skills.
  • Dynamic Programming with Python and C#: Another article from me, and another programming related post. This my follow up to a post about C# and Python integration that seems to have been received really well. It was a cool little experiment for me to take Python and C# and have them working together in my favourite IDE, but on top of that, I was actually able to learn a bit about C#’s “dynamic” keyword which was new for me. If you’re familiar with either of C# or Python I recommend checking it out. There’s some pretty cool stuff you can do, and I’ve only scratched the surface.
  • To Find Success, Forget Your PrioritiesClaire Diaz-Ortiz says that priorities are too general. We all have priorities, but how many of us are seeing ourselves achieve what we’d like? Claire suggests forgetting your priorities and breaking them down into goals you can achieve. By having conrete action plans, you can execute them properly.
  • Personality Tests: Modern-Day Phrenology: Ron Baker shares his perspective on why personality tests don’t have a place at work. He goes as far as calling them meaningless, but I believe his main argument is that simply siloing people into personality types is pointless. To that end, I agree. I thought this article had great timing because I’ve been discussing personality tests with our HR manager at work. I came across this article right before doing a personality test with her and we decided a few things. Firstly, if the results of the test don’t make sense, then don’t go any further with it. This means that either the test you’re using is flawed or perhaps you don’t understand the test. Regardless, how can you take action on something you don’t understand? We both agreed that simply identifying traits was useless on it’s own, so I think we agreed with Ron on this one, but we weren’t stopping there. The basic act of identifying personality traits had us sparking conversations about how our personalities were different and how acknowledging these differences could influence our interactions. Essentially, it was hard to just silo ourselves into a particular personality type without thinking about and acting on what we were observing. In the end, identifying personality types and sticking someone into some cookie-cutter process for it means nothing. The tests are all about ganining insight and understanding so that we can choose where to go from there.
  • How Open Should a Startup CEO Be with Staff?: Coming from a startup, this was another interesting article. Mark Suster writes a semi-controversial perspective about CEO transparency. The norm is that expecting CEO’s to share every bit of details with the employees achieved perfect transparency and makes everything better. Mark says this definitely isn’t the case and provides some excellent examples where total transparency came back to bite. It’s all about balance. Transparency is great,but total transparency is often too much for most employees to handle on a day-to-day basis.

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  • Nick Cosentino

    Nick Cosentino

    I work as a team lead of software engineering at Magnet Forensics (http://www.magnetforensics.com). I'm into powerlifting, bodybuilding, and blogging about leadership/development topics over at http://www.devleader.ca.

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