The document discusses experiments on chicken productivity that showed keeping intact high-performing cages of chickens led to improved productivity over time, rather than selectively breeding "Super Chickens." It also compares the performance of baseball and basketball teams when adding more talented players. While adding talent often helps baseball teams due to the individual nature of the sport, basketball requires high coordination and interdependence between players. The document advocates managing teams like basketball rather than baseball by focusing on team goals and culture over individual performance, and promoting characteristics like safety, vulnerability and shared direction.
Leadership Lessons from Sports - Professor Simon Taggar deck v3Rick Stomphorst
Academia keynote deck from Dr. Simon Taggar, Professor, Wilfrid Laurier University.
Leadership Lessons From Sports seminar held Apr 29, 2019.
Location: the floor of the Mattamy National Cycling Centre (Velodrome), in Milton, Ontario, Canada.
This event is brought to you by the Town of Milton and the Milton Education Village Innovation Centre and produced by SiliconHalton.com.
www.miltoninmotion.com
The Slides contains the Management Lessons from the Different Aspects from the Movie.There is a logical and sequential lessons derived from the different sections of the movie.
I am a self-employed management consultant and trainer. I am also a volleyball coach.
Over the past few years, I have begun to use sporting analogies from my experiences of coaching volleyball as a way of explaining core leadership and management principles.
I have been fortunate to have been asked to give talks about this. Here is a synopsis of my talk.
Individualizing Training in Group Settings (Joseph Potts, NSCA Conference- KS...Joseph Potts
Slide show presented at the 2015 NSCA Kansas State Conference; topics include tips on ways to individualize training in group settings as well as ways for schools & private training facilities to coexist and mutually benefit one another.
Leadership Lessons from Sports - Professor Simon Taggar deck v3Rick Stomphorst
Academia keynote deck from Dr. Simon Taggar, Professor, Wilfrid Laurier University.
Leadership Lessons From Sports seminar held Apr 29, 2019.
Location: the floor of the Mattamy National Cycling Centre (Velodrome), in Milton, Ontario, Canada.
This event is brought to you by the Town of Milton and the Milton Education Village Innovation Centre and produced by SiliconHalton.com.
www.miltoninmotion.com
The Slides contains the Management Lessons from the Different Aspects from the Movie.There is a logical and sequential lessons derived from the different sections of the movie.
I am a self-employed management consultant and trainer. I am also a volleyball coach.
Over the past few years, I have begun to use sporting analogies from my experiences of coaching volleyball as a way of explaining core leadership and management principles.
I have been fortunate to have been asked to give talks about this. Here is a synopsis of my talk.
Individualizing Training in Group Settings (Joseph Potts, NSCA Conference- KS...Joseph Potts
Slide show presented at the 2015 NSCA Kansas State Conference; topics include tips on ways to individualize training in group settings as well as ways for schools & private training facilities to coexist and mutually benefit one another.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
3. Chickens!
▪ Dr. William M. Muir, Professor of Animal Sciences at Purdue
University.
▪ Used a farm for experimentation where hens were kept in
groups of 9 hens per cage.
▪ Two versions of the Chicken Productivity Experiment
– Select the best chickens from the farm and put them together to
breed “Super Chickens”
– Select the best overall performing cage and keep it intact and let
them breed over time.
4. Results
Super-Chickens
▪ After a few days only 3 were
alive.
▪ The three that were left alive,
had pecked at each other to
assert dominance.
▪ They were hyper-aggressive
and in terrible shape.
Best Performing Cage
▪ Chickens were healthy.
▪ Over multiple generation
productivity improved.
▪ After a few generations the cage
of 9 was 160% more productive.
6. 2004 USA Men’s Basketball Team
▪ Lost the opening game to Puerto Rico (73-92).
– Biggest loss in Olympic competition ever.
▪ Also lost to Lithuania and Argentina.
▪ Squeaked by Lithuania in the third place game to
win the Bronze Medal.
▪ What went wrong?
8. What Effect Does Adding More Talent
Have On A Team?
▪ Combined study by scientists from Columbia University,
INSEAD France andVU UniversityAmsterdam in 2014.
▪ They usedWAR (Win Above Replacement) to rank players
over a 10 year period (2004-2014).
▪ They segmented the players intoTopTalent (top 1/3rd) and
the rest.
▪ Team performance over the same 10 years was then
compared for different levels of top talent on the team.
13. Why The Difference?
Baseball
▪ A great individual pitcher can
guarantee wins in many games.
▪ Need individuals with good
batting averages.
▪ Low task interdependence - every
individual can be successful
without depending on any other
individual (mostly).
▪ An individual sport masquerading
as a team sport.
Basketball
▪ Need all players to perform to win
games, great individual performances
do not guarantee wins.
▪ Need players who coordinate well with
others on both offense and defense.
▪ High task interdependence – winning
strategies and tactics cannot be
implemented without everyone being
on the same page.
▪ Much more of a team sport than an
individual sport.
14. What Kind Of Team Is Yours?
▪ Baseball or Basketball?
–Is there very little interdependence when it comes
to getting things done?
–Do team members work together to accomplish
goals?
–Is team performance more important or individual
performance?
–What about Agile teams?
19. Baseball Management For Basketball Teams
▪ We have moved to a more team based culture (Agile).
▪ Unfortunately our management practices are
individual based.
▪ Hiring, Rewarding, Recognizing, Firing, Promoting
etc. are all centered around the quest for “Super
Chickens”.
▪ Successful team based culture requires team based
management.
23. ▪ How many folks work on/with agile teams?
▪ How many folks have individual performance goals?
▪ Whose organization hands out “All-Star” or “MVP” type
awards?
▪ Are “Heroes” rewarded/recognized/revered?
▪ What are majority of your interview questions focused on
(TechnicalAbility or Culture Fit)?
▪ Who gets promoted?
25. Managing High-Performing Teams
▪ ManageAgileTeams Like BasketballTeams – Placing
Team Performance Over Individual Performance.
▪ Abolish IndividualAwards.
▪ SetTeam Goals (and only team goals).
▪ Hire /PromoteTeam Players, not “Super Chickens”.
▪ Promote Social InteractionThroughTeamActivities,
Synchronized Breaks, Open Floor Plans.
▪ Safety,Vulnerability, Direction.
26. The Culture Code – Daniel Coyle
▪ TheThree Rules of High Performing Organization -
▪ Safety – Everyone feels safe to voice opinions and disagree.
▪ Vulnerability – Everyone feels comfortable to say “I don’t
know” or “I cannot accomplish this” or “I messed this up”.
▪ Direction –They have a combined clear team/organizational
goal and understand the “Why”.
▪ Google’s Project Aristotle FoundThe Same Results.
33. MIT Sloan
▪ 700 Participants broken up into groups of 2 to 5
people and assigned variety of tasks.
▪ Success had no correlation with the average IQ of
the group
▪ Success had no correlation with the maximum IQ of
the group members.
34. MIT Sloan
▪ Three factors that correlated to success –
–Average social sensitivity of group members
–Equality in distribution of conversational turn-taking
–Proportion of females in the group
35. Definition Of Agile
▪ Work in Small Batches
▪ LimitWork in Progress
▪ Get Feedback
▪ Do Not SabotageYour Ability to Do the First
Three Points
36. Redefine Who Your Superstars Are
▪ Folks who propel the team, as a whole, forward.
▪ Team members that make everyone else’s life
easier (without sacrificing their own).
▪ Folks who promote high performing team
characteristics -
– Safety
– Vulnerability
– Direction
37. 2008 USA Men’s Basketball Team
▪ Coach Larry Brown was replaced by Duke's Mike
Krzyzewski.
– “Truth be told, that's probably why nine guys decided that they didn't
want to go do the (2004)Olympics.“
– NBC Sports' Bill Leopold and BenTeitelbaum
▪ Players were not invited to the Olympic team, instead they
were invited to a 3-year NationalTeam Program.
▪ LeBron, Wade and Kobe became vocal team leaders,
instead of individual superstars.
43. “What matters is the mortar,
not just the bricks.”
– Margaret Heffernan
44. References
▪ Margaret Heffernan'sTedTalk – ForgetThe Pecking Order
▪ MIT Sloan –What MakesTeams Smart (Woodley et al)
▪ Daniel Coyle –The Culture Code
▪ The too-much-talent effect:Team interdependence
determines when more talent is too much versus not
enough. - Swaab, R. I., Schaerer, M., Anicich, E. M., Ronay,
R., & Galinsky, A. D.
▪ ESPN, Bleacher Report, OverThe Cap, SBNation