It was that or a shirt with the corporate logo?

Ah...I did one very close to this once before.  But one is more management focused.  And one is more development focused.  That pretty much captures the schizophrenic nature of my job nowadays.  One day it's security and management, the next day it's architecture estimations, Powershell scripts, and reviewing C Sharp modules that are in desperate need of being rewritten to centralize overly reused bits of logic.

I think it would be fun to take brands and turn them into developer-centric brands, but that just screams badges, which has already been done.  That whole mess just makes me feel like I'm back in Scouting earning merit badges with a focus on requirements and metrics rather than learning what I really need to learn.

Snarky: They stamped me with two bars because I know rails!
Title: It was that or a shirt with the corporate logo?

Can we have microchips instead?

I read a Harvard Business Review article not so long ago that said new managers leading an unfamiliar team should focus on their dictatorial personality rather than their consensus-building personality, in order to build trust in their skillset. I like both options better than the new manager with a micro-manager personality.  In all the years I've worked at a big company, managers have definitely left their brand on their teams.  Fun managers generally have fun teams, unless the whole business is headed south and everyone is scared to have fun.  Dictatorial managers, if they know their domain and team and skills, have well-oiled machines that get done what they're asked to get done and even operate without dictates if the bounds of what's going to be dictated are well known.  Micromanagers, they have microteams to manage after everyone jumps ship.

Title: Can we have microchips instead?
Snarky: In my first 30 days as your manager, it's my intention to put my personal brand on the group.