communication

“If the Buddha Married” by Charlotte Kasl, Ph.D.

April 6, 2025 by Sonia Connolly Leave a Comment

Subtitle: Creating Enduring Relationships on a Spiritual Path
Recommended to me by: Seeing it in a Little Free Library and liking If the Buddha Dated

I chose Love as my word for this year, so this book feels appropriate to pick up. I tried reading “How to Love” by Thich Nhat Hanh earlier, and got bogged down in the prescriptiveness and assumptions about gender roles, so I put it down halfway through. This book doesn’t have those problems, although all the couples appear to be heterosexual until one at the very end of the book.

Charlotte Karl writes with clarity, depth, and kindness. When I was getting toward the end of the book, I thought, “Surely that’s the end of the substantive material,” but there were several more important topics, all treated with the same thoughtfulness as the rest of the book – sexuality, monogamy, honesty, and affairs.

Other topics include working through tension and resistance, recognizing masks, keeping agreements with great care, living in an “us” place (rather than me vs. you), open communication, and offering appreciation. It also includes some of the things that get in the way of authentic relationships, such as reacting out of unprocessed trauma from a young self, projecting feelings onto the other person, taking the partner for granted, and trying to change them into someone else.

The book is grounded in Zen Buddhism, and tries to be inclusive of other religions, such as the Quakers. There is a clunker of a moment where Charlotte Karl refers to the Jewish philosophy of repentance and repair in connection with Rosh Hashanah (new year) instead of Yom Kippur (day of atonement). Where was her editor?! She summarizes in a few paragraphs what Danya Ruttenberg explores in depth in her book “On Repentance and Repair.” (I read half of that recently, but it was more academic than I wanted, and focused at the national rather than the personal level.)

It’s good to read stories of couples who are kind, committed, and most of all, successful at building happy lives together while being their authentic selves. I have wanted a relationship like that for a long time. I had more or less decided that what I want is a mirage. Now I’m reminded that maybe it is possible, although I still don’t know a path to bring it into my life.

Highly recommended if you also care about the how and why of authentic relationships.

Available at bookshop.org.

“Resilient Management” by Lara Hogan

November 30, 2024 by Sonia Connolly Leave a Comment

Recommended to me by: Allison McMillan

Managers of engineering teams are often software engineers promoted to management without additional training, and without the realization that management is a new job requiring new skills. This is a compassionate and kind book with a lot of practical, actionable advice on how to be better manager of a software team.

It starts with a common description of the stages of a new Agile team:

Forming – everyone is politely getting to know each other
Storming – conflicts arise from people’s different ways of working and interacting
Norming – the team settles into functional ways of working together
Performing – the team is a cohesive whole, effectively moving forward and accomplishing their goals

In the section on getting to know team members, Lara Hogan emphasizes that everyone has different needs and preferences, and it works better to be curious than to assume everyone is the same. She offers this list of First 1:1 Questions to get to know each person.

It is important to be mindful of people’s core needs. Paloma Medina describes core needs as:

Belonging
Improvement/Progress
Choice
Equality/Fairness
Predictability
Significance

which spells BICEPS as a memory aid. More at: palomamedina.com/biceps

Managers have many jobs, from keeping the team’s work on track to coaching team members to helping resolve problems and conflicts. Managers can ask themselves what they are optimizing for, and communicate that, to help team members know what to expect and how best to work together.

With each team member, managers can mentor (give advice), coach (ask open questions), sponsor (give a team member opportunities) and give feedback (both positive and negative). Coaching is a skill worth developing to help people grow.

One way to structure feedback is: Observation of behavior + Impact of behavior + Request or Question = Specific, actionable feedback. Observations should be neutral and factual. Impact can relate to feelings, and should also be measurable and understandable by the feedback recipient. For example, emails that are too terse add much more time to the overall process of communicating.

Set clear expectations and assign roles for projects and decisions with RACI – who is Responsible, Accountable, Consulted, and Informed. This prevents committees where everyone is in on the discussions but no one person takes action.

Teams can have a Vision, Mission, Strategy, and Objectives to align toward accomplishing their goals.

Identify and document the team’s meetings, communication channels, and processes, to help new people who are joining, and to have a single point of reference.

Plan carefully for communications about difficult topics that impact the team, for example, reorgs or layoffs. Who needs to know when, what to say, etc.

Communication can have different tones or energies, which can be represented with colors.

Red – a bit of anger, frustration, edge, or urgency
Orange – cautious, hesitant, tiptoes around topics
Yellow – lighthearted, effervescent, cracks jokes
Green – in tune with others’ feelings, loving, high emotional intelligence
Blue – calm, cool, collected, steady
Purple – creative, flow, great at storytelling
Brown – adds (and lives in) nuance, complexity, or ambiguity
Black – blunt, unfeeling, no nuance, cut and dry

Listen for people’s motivations and connect messages about things you want them to do to things they care about.

Manage your own energy, and delegate more to team members, which helps them grow and lightens your load. Say no to things that aren’t the highest priorities. Develop a support network of other managers, by reaching out for conversations.

Highly recommended for new and existing managers, and also people who are managed. We can acquire new skills on both sides of the management relationship.

Available at bookshop.org.

“You Just Don’t Understand” by Deborah Tannen, Ph.D.

August 31, 2024 by Sonia Connolly Leave a Comment

Subtitle: Women and Men in Conversation

Recommended to me by: a friend

My friend was telling me about a gathering where one person had a knee injury. All the women who stopped to chat with the injured person asked how she was doing and how she had gotten injured. All the men talked about their own knee injuries or other injuries they had experienced. My friend said the men were trying to save the injured person’s pride and equalize status by saying they had gotten injured too. I sputtered that that was a very generous interpretation, but I didn’t necessarily agree. She recommended this book.

The book was published in 1990, and it shows. There is an updated edition from 2007, but I got the older edition from the library.

Tannen’s thesis is that women talk to support intimacy, and men talk to compete for status. The first half of the book has many examples, without ever mentioning sexism or cultural influences, not to mention non-binary people. Men protect their independence at the same time as women are trying to build connection, causing discord in heterosexual relationships.

Just about when I was going to stop reading in frustration, Tannen says that Italian preschoolers of any gender debate heatedly with each other, because that is what Italian culture teaches and expects. She also talks about New York Jewish culture, where both women and men are more direct and outspoken, and less direct people interpret that as being rude and pushy.

Then she talks about sexism, where men who are direct and authoritative are interpreted as being powerful and appropriately masculine, whereas women are seen as overstepping their bounds and being arrogant or aggressive. She talks about how the press talked about Geraldine Ferraro in disparagingly gendered terms “but they didn’t mean to.” I wonder if she wanted to retract that generous interpretation after seeing how the press treated Hillary Clinton.

At the very end, she says that she is not advocating for anyone to change their style, but to keep in mind these differences and be open to believing in people’s good intentions. Like any less-dominant group, I think women already understand the status-oriented style quite well, and men need to pick up the slack by learning to work better with a collaborative style.

The book does have a few nods toward Not All Men, and Not All Women. It mentions gay and lesbian relationships once that I noticed. It has a terribly racist description of communication styles in a Mayan community in Mexico that I can only hope is improved in the 2007 edition.

My friend did a great job of summarizing the primary takeaway of the book (women talk for connection, men talk for status). It’s a useful thing to listen for.

Available at bookshop.org.

“Thanks for the Feedback” by Douglas Stone & Sheila Heen

October 17, 2022 by Sonia Connolly Leave a Comment

Subtitle: The Science and Art of Receiving Feedback Well (Even When it is Off Base, Unfair, Poorly Delivered, and, Frankly, You’re Not in the Mood.)

This book is surprisingly clear and helpful. It talks about how to listen for and clarify the underlying message, how to sit with whether some or all of the message is useful, and how to discern when the feedback dynamic itself is a problem.

As Kate Heddleston wrote in Criticism and Ineffective Feedback, women and other underrepresented groups in tech jobs get subjected to a lot of unwarranted and biased “feedback” about being too abrasive and not assertive enough, too friendly and not nice enough, too pushy and not contributing enough. Homa Mojtabai covered the can’t-win expectations succinctly in the McSweeney’s article Reasons You Were Not Promoted That Are Totally Unrelated to Gender.

I was expecting this book to pile on even more unmeetable expectations, but it is balanced and thoughtful instead.

There are three kinds of feedback, appreciation (“that’s great!”), coaching (“here’s how to do it better”), and evaluation (“here’s how you measure up”). Pay attention to which kind you’re getting, and which kind you need more or less of.

First seek to understand. Rather than arguing with everything that’s obviously wrong about the feedback, seek to understand better what the speaker means, needs, and wants. When given generic labels, ask for specific examples and requests. Be open and curious, and also share reactions like, “That’s upsetting to hear.” “That’s not how I see myself.”

Feedback can illuminate our blind spots. None of us can see how we look and come across to others. Feedback can give us information about how others see us, which is not necessarily how we are or intend to be, but is still useful information even when heavily mixed with others’ biases.

“Switchtracking” is starting a second conversation about a relationship (“how dare you bring that up when you…”) in the middle of a feedback conversation. Name that there is a second topic, and keep it separate from the first. The feedback might be a cover for a relationship issue too.

Identify the relationship system – take 3 steps back. 1) Look at the intersection between the two people, rather than trying to make one person or the other “the problem.” 2) Look at clashes in roles. Are roles clear and agreed to by both people? 3) Look at the bigger picture – other people, structures, policies, the whole environment. Looking at systems reduces judgment, enhances accountability (how our choices interact with the system), and uncovers root causes.

Wiring and temperament and past trauma affect our responses to feedback. Some people are more resilient in the face of negative feedback, and require less positive feedback.

Boundaries around feedback are crucial. We get to discern and choose what is healthy for us. Three boundaries: “I may not take your advice.” “I don’t want feedback about that subject right now.” “Stop, or I will leave the relationship.” Some signs that boundaries are needed: feedback attacks character, not behavior. It is unrelenting. There is always a new feedback topic. We can turn away feedback with grace and honesty. When appropriate, problem-solve with the other person around the decision not to change (or inability to change).

In response to feedback, add what’s left out, ask what matters to them, take a step back to reframe when needed.

Cultivate a growth mindset, and make choices about when and how to change. Don’t pretend to change, or make a superficial change when the request is about underlying attitudes. In the face of a flurry of feedback, choose one thing to focus on whenever possible.

Recommended!

Available at bookshop.org.

“Crucial Conversations Third Edition” by Patterson, Grenny, McMillan

September 4, 2022 by Sonia Connolly Leave a Comment

Subtitle: Tools For Talking When Stakes Are High

Recommended to me by: my boss

I read this book back in 2013 and decided to reread it when my boss mentioned it.

In addition to my summary in 2013, I noticed more about questioning inner stories. When we assign roles like Villain, Victim, and Helpless One, we close off avenues to potential solutions. When we can see everyone in a situation as a complex human with a mix of skills, past experiences, and motivations, we can see openings for solutions more clearly.

I wrote about a similar approach in 2018 in Offer a Collaborative Story.

Crucial Conversations has an oversimplified approach to emotions. The claim is that emotions are caused by our stories, and we have to change stories to change or quiet our emotions. While it is true that a negative story can escalate negative emotions, overall our emotions are signals about our inner truth. It is a mark of privilege to expect everyone to be calm in a difficult situation. Telling people they are causing a problem by having the “wrong story” can quickly shade into gaslighting.

The book has an extended example where a woman is silenced and talked over by a man in a business context. The message of the example is that we have to give everyone the benefit of the doubt and ask them for what we need without regard to privilege, sexism, and institutional power. We all exist in a sexist, racist, capitalist system, and people who act out those biases are not inherently evil. At the same time, putting responsibility on a less privileged individual to manage the situation without mentioning the systemic issues in play is oversimplified and imbalanced. The authors could have mentioned that the situation is stacked against the less privileged person, and that if their techniques don’t work, it doesn’t mean she did them wrong or didn’t try hard enough.

The book contains a lot of ableist and judgmental language. “Dumb” and other slurs are used liberally. Some behaviors are ascribed to “the worst at dialogue” (italics theirs) without noticing that they are failing at their own command to be generous and ascribe positive motives.

This is a recently published third edition. While it contains some useful ideas, I cannot recommend it wholeheartedly because of the shortcomings that have not been addressed.

Available at bookshop.org.

“The Manager’s Path” by Camille Fournier

May 28, 2022 by Sonia Connolly Leave a Comment

Subtitle: A Guide for Tech Leaders Navigating Growth & Change

I expected this book to be boring, but it’s engagingly written and connects with my experience of working in tech. Camille Fournier writes from her own experience as a CTO (Chief Technical Officer) at several companies and includes quotes from other tech leaders, both men and women.

She starts with mentoring, which almost every technical person is expected to do eventually, and works up through tech lead, manager, director, up to CTO and VP of Engineering. She advises anyone who wants to be a manager of software engineers to spend enough time learning to code (5-7 years) to have those skills solidly available going forward.

I’m a software engineer who has mentored people and led projects, but will not be climbing the corporate ladder any higher. It was interesting to hear about the concerns that arise at higher levels. The need to figure out who is unhappy, why teams are not working well together, who is managing badly, and who might leave suddenly. The need to make good decisions about future directions on insufficient data. The need to develop intuition and keep taking in information to guide those decisions.

As she talks about mentoring interns and managing individual contributors, she includes all technical roles. Her primary advice is that relationships and communication are crucial even though programming might appear to be a solitary technical occupation. Not only do successful projects require communication with other engineers and the manager, they require communication with the stakeholders who say what to build, and the sales and marketing people who help it go out into the world.

She talks a lot about the importance of one-on-one meetings between managers and the people they manage to build trust and address problems early. She recommends skip-level meetings, where a director who manages managers also meets with individual contributors.

In addition, positive relationships are crucial to success in the working world. Not only do they make work more pleasant, they help people collaborate and share information. People who like working together help each other get jobs in the future.

I can clearly see this is true over the 30 years of my career. I built positive working relationships naturally, and I’m still not sure the advice makes sense until one experiences it. It’s not about fake, forced networking with people one doesn’t like – it’s about staying connected and friendly with people one does like to support one another going forward. In school, success artificially depends only on individual actions (although I think kids do more group work nowadays), but most accomplishments out in the world depend on interconnected people building things together.

The pronouns in this book bothered me. Rather than using she/he or they, Camille Fournier switched between using he for some examples and she for others. An intern was he while being described in general, and then she when performance problems came up. After that the pronouns were more even-handed, but I was very aware of them all the way through, braced for women to be portrayed negatively. As far as I remember, they/them pronouns were not used for anyone.

Recommended to anyone who works in a technical field, and especially anyone who wants to become a manager.

Links from the book:
The Tyranny of Structurelessness by Jo Freeman aka Joreen, a classic essay on why managers are necessary.

On Being A Senior Engineer which includes the suggestion to use senior influence to sponsor (rather than mentor) underrepresented people in engineering. Recommend them for positions. Highlight their accomplishments. Praise them publicly. Also refers to What Does Sponsorship Look Like by Lara Hogan.

Available at bookshop.org.