Carson Heady is a published author of two sales books and numerous articles on selling and leadership who has served at multiple levels of sales management in his career. He has worked in technology, advertising and telecommunications. Carson lives in St. Louis, MO with his wife and daughter.

Jason Burt learned many leadership lessons while working with Toyota including being intimately connected with the problems that trouble the team.

Jason Burt owns Evolve Holdings LLC and has over 20 years of leadership and cultural change experience based on learnings from working with Toyota (TPS/Lean).  Jason has worked in many industries and has been able to use his learning to help guide many companies to increased profitability through implementation of the Toyota philosophies.

If the Command and Control management style is like the British Armada then do dev managers need to be a lot more like pirate ship captains?

Jeff Maxwell is an application architect with experience in Fortune 100 corporations, a longtime software developer and lifelong Oklahoma State Cowboy alumnus.

This is part three in a three part series, focused on the 3 business-focused attributes that build a connection and value to the business.

Part 1: Getting Personal

Part 2: Teamwork

This is part two in a three part series, focused on the 3 team-centric attributes that help get you on more critical projects, have more input on the process and increase demand for your work.

Part One: Personal-Centric Attributes

This is part one in a three part series, focused on the 3 personal attributes that help build trust, respect and likability in the workplace.

Bryan Sherlock encourages leaders to build trust with their team and understand what they most value.

After working for an insecure boss that constantly belittled employees for their lack of a college degree, Leon recalled sage words from his father. It was this point in his career that he began to appreciate the work ethic and servitude instilled into him by Leon Senior. Leon II now lives and works under the guiding question, "Is there anything else I can do for you?"

Brian Freid breaks down the difference between upward management and servant-leadership by discussing examples of both during his years in software development. He also takes the time to explain the similarities and differences between various management roles.

In her past, Shelli Austin had to endure a horrible boss who used demeaning language and fear tactics to intimidate their staff. Now as a technical recruiter, Shelli advises consultants to research the position and the hiring manager before accepting a job. When you spend more time with the people you work with rather than the people you live with, Shelli wants her clients to be as happy as possible in their position.