From Agile2015 & STC Webinar - How to rewire your brain to be a better leader. We discuss the Brain State Model from Dr. Becky Bailey (survival, emotional, executive) as well as Crucial Conversations and empathy.
Designing your way to better collaboration / Mind The Product 2016Alison Coward
The document discusses strategies for effective team communication and processes. It describes several company traditions such as Nordnet's weekly goal-setting meetings, Asana ending every meeting with 5 minutes of feedback, and Etsy engineers sharing work mistakes via email. Other tips include making time for individual work, separating divergent and convergent thinking, creating opportunities for productive conflict, and brainstorming in short cycles. The importance of communication, reviewing practices regularly, and designing processes specifically for the team are emphasized.
No, really, don't chuck everything in Slack: communications for distributed t...DevOpsDays Tel Aviv
When working in a distributed team, nothing is more important than communications. A distributed team that communicates well can be a powerhouse. Here's how to get there.
This is a personal story. It does not claim to be rooted in statistical analysis or scientific rigour, and the evidence presented is anecdotal. But it might be insightful to anyone joining, leaving, or interacting with a remote team.
From 2011 to 2017, I ran a company that had no office. Everyone worked from home, and apart from an annual one-week face to face meeting, all our communications were remote. In 2017, I sold my company and integrated my team into a company that had previously been working exclusively out of a single office. As one would expect, the integration was not without friction (they never are), but what emerged from the experience was a better understanding of the challenges that come with a mixed office/remote work environment, and some rules to address them. In this talk, I'll cover:
* Typical misconceptions that remoties have about office-workers, and vice versa
* Using the right tools for the right type of communications: interactive chat, email, wiki, issue trackers, Kanban boards
* Timezones, and communications around scheduling
* The 5-paragraph format, a simple tool I habitually use to make sure everyone is on the same page
* Follow-up and follow-through, and how to make sure neither you, nor your team, nor your boss loses sight of what needs doing.
The document discusses personal productivity and how to improve it. It suggests that people often feel overwhelmed by the amount of work they have to do. It then presents a five step model for improving productivity: collect, process, organize, review, and do. The model advocates processing tasks one at a time, organizing materials into to-do lists and other categories, regularly reviewing progress, and focusing on the most important tasks. Discipline and accountability are important for effective execution.
This document discusses various ways to increase personal productivity. It recommends time management skills, learning to time yourself, focusing on the most important tasks, getting feedback, and using mental boosters like pep talks and motivational quotes. Maintaining a positive attitude, prioritizing tasks, working smarter not harder, and continuous self-evaluation are also suggested for improving personal productivity over time. Quality of work should not be sacrificed for the sake of fast productivity.
This document discusses the concept of extreme ownership and how it can help the reader. It defines extreme ownership as a fundamental change in thinking where a leader takes responsibility for everything within their control. The document outlines 12 aspects of what extreme ownership looks like, such as a leader owning everything in their world, leaving their ego at the door, simplifying as much as possible, and making quick decisions. It encourages the reader to reflect on how they can apply extreme ownership in their own life by taking responsibility in their current circumstances.
Why Teams and Culture Matter: Leadership lessonsVassil Popovski
This document discusses the importance of teams and culture for leadership lessons. It provides insights from Google's Project Aristotle which studied what makes highly effective teams. Some key elements that contribute to a great team include psychological safety, dependability, shared goals and understanding how individual work contributes to overall goals. The document also provides tips for building great teams including focusing on cultural fit when hiring and treating performance management as an opportunity for employee growth rather than personal criticism.
Designing your way to better collaboration / Mind The Product 2016Alison Coward
The document discusses strategies for effective team communication and processes. It describes several company traditions such as Nordnet's weekly goal-setting meetings, Asana ending every meeting with 5 minutes of feedback, and Etsy engineers sharing work mistakes via email. Other tips include making time for individual work, separating divergent and convergent thinking, creating opportunities for productive conflict, and brainstorming in short cycles. The importance of communication, reviewing practices regularly, and designing processes specifically for the team are emphasized.
No, really, don't chuck everything in Slack: communications for distributed t...DevOpsDays Tel Aviv
When working in a distributed team, nothing is more important than communications. A distributed team that communicates well can be a powerhouse. Here's how to get there.
This is a personal story. It does not claim to be rooted in statistical analysis or scientific rigour, and the evidence presented is anecdotal. But it might be insightful to anyone joining, leaving, or interacting with a remote team.
From 2011 to 2017, I ran a company that had no office. Everyone worked from home, and apart from an annual one-week face to face meeting, all our communications were remote. In 2017, I sold my company and integrated my team into a company that had previously been working exclusively out of a single office. As one would expect, the integration was not without friction (they never are), but what emerged from the experience was a better understanding of the challenges that come with a mixed office/remote work environment, and some rules to address them. In this talk, I'll cover:
* Typical misconceptions that remoties have about office-workers, and vice versa
* Using the right tools for the right type of communications: interactive chat, email, wiki, issue trackers, Kanban boards
* Timezones, and communications around scheduling
* The 5-paragraph format, a simple tool I habitually use to make sure everyone is on the same page
* Follow-up and follow-through, and how to make sure neither you, nor your team, nor your boss loses sight of what needs doing.
The document discusses personal productivity and how to improve it. It suggests that people often feel overwhelmed by the amount of work they have to do. It then presents a five step model for improving productivity: collect, process, organize, review, and do. The model advocates processing tasks one at a time, organizing materials into to-do lists and other categories, regularly reviewing progress, and focusing on the most important tasks. Discipline and accountability are important for effective execution.
This document discusses various ways to increase personal productivity. It recommends time management skills, learning to time yourself, focusing on the most important tasks, getting feedback, and using mental boosters like pep talks and motivational quotes. Maintaining a positive attitude, prioritizing tasks, working smarter not harder, and continuous self-evaluation are also suggested for improving personal productivity over time. Quality of work should not be sacrificed for the sake of fast productivity.
This document discusses the concept of extreme ownership and how it can help the reader. It defines extreme ownership as a fundamental change in thinking where a leader takes responsibility for everything within their control. The document outlines 12 aspects of what extreme ownership looks like, such as a leader owning everything in their world, leaving their ego at the door, simplifying as much as possible, and making quick decisions. It encourages the reader to reflect on how they can apply extreme ownership in their own life by taking responsibility in their current circumstances.
Why Teams and Culture Matter: Leadership lessonsVassil Popovski
This document discusses the importance of teams and culture for leadership lessons. It provides insights from Google's Project Aristotle which studied what makes highly effective teams. Some key elements that contribute to a great team include psychological safety, dependability, shared goals and understanding how individual work contributes to overall goals. The document also provides tips for building great teams including focusing on cultural fit when hiring and treating performance management as an opportunity for employee growth rather than personal criticism.
This document discusses strengths-based leadership and developing one's talents. It describes how identifying and using one's strengths leads to greater engagement, performance and fulfillment rather than focusing on weaknesses. The Clifton StrengthsFinder assessment tool is presented as a way to discover top natural talents. Leaders are encouraged to nurture their talents responsibly and share them with others for the benefit of the community.
Fwd: Re: Re: Distributed Team Seeking Effective CommunicationDiane Zajac
In our zest to be agile and collaborative, many distributed teams are struggling. We know that face-to-face communication is ideal, but it’s just not possible for some teams. Graham and Diane have felt your pain. And there is no silver bullet. Together let’s explore some of the causes of these pain points and discover ways that we can still achieve high quality communication. You will leave with our recommendations for tools and techniques, as well as renewed hope that remote collaboration really is possible!
1) Meetings are where an organization's leadership, strategy, and culture intersect, but often result in wasted creativity and energy.
2) The document outlines five ways of effective virtual collaboration: manage communication, build connections, create a shared workspace, break work down, and have an adaptable plan.
3) Tips for distributed work include sharing workspaces, facilitating connection and communication, presenting yourself professionally online, and maintaining authority remotely.
Personal Productivity Breakthrough - The What And The HowGerrit Cloete
7 Proven principles with associated processes to increase and sustain personal productivity. "That is all there is, principle and process, the what and the how."
These slides (from Agile Toronto 2015) describe how we may dare to create environments where Agile may flourish so we have Organizational Agility.
My message is really simple:
If you want Breakthrough Results
Cultivate Culture to
Create Places People Love to Work and
Start with Yourself.
The document discusses best practices for conducting focused daily stand-up meetings. It recommends keeping stand-ups to 15 minutes with an open, clear, and updated discussion of work. Team members should share progress and potential impediments to receive support. The goal is for the team to stay on track collaboratively toward sprint goals.
The document discusses why agile approaches can be difficult. It argues that agile asks people to step outside of their comfort zones as humans tend to be logical, perfectionist, and crave comfort. Some reasons agile is challenging include not having a clear vision, not maintaining a steady pace through iterations, being unwilling to accept failure, and not truly collaborating as a team. However, the document notes that with a shared vision, maintaining pace through small iterations, embracing failure, and true collaboration, agile approaches can be achieved.
Think Like an Agilist (repeat) Sydney Agile and Scrum 2014Jason Yip
This document describes an approach called "Think Like an Agilist" to help practitioners understand and practice an Agile culture. It involves using difficult scenarios and a think-aloud protocol to expose people's underlying assumptions. Participants discuss their thoughts in response to scenarios while a scribe captures them. This allows examination of assumptions about factors like problem-solving and involvement. The goal is to learn about one's own assumptions and compare them to Agile assumptions around iterative work, validation, and involving those close to problems. Practicing with scenarios can help adjust culture by considering how one thinks, not just outward behaviors.
This document introduces the concept of "Genius Hour", which allows students one or two hours per week to work on self-directed projects that interest them and benefit others. It discusses how giving students free time to pursue their passions can boost engagement, productivity, and perceptions at school. The document also references how some companies give employees similar free time to work on projects using their strengths. Overall, it advocates for liberating students' genius through passion-driven learning experiences.
Have you ever been in a situation where people come together to discuss something or need to make decisions but they don’t feel safe enough to speak their honest opinion? It’s as if there are holding back or feel a sense of consequences if they would speak up. For teams to deliver valuable products well team members need to be able to challenge each other’s thoughts and comments. How valuable are gatherings of high-level collaboration such as Plannings, Stand-ups, Product Backlog Refinements, Reviews, Retrospectives, Continuous Improvement sessions, OKR meetings, etc. when people don’t feel safe enough to contribute fearlessly? Team Safety is an often overlooked foundation for any team aspiring to achieve high performance for creating amazing products people love to use.
In this session you will:
• Gain an understanding of what team safety is.
• Experience a simple and cost effective way to measure it.
• Create awareness of the safety levels within a team.
• Understand what might be adding the levels of safety on your team as well as what might be taking away from it.
• Learn intervention tactics to increase safety levels when a booster is needed.
Sistemas estructurales trabajo de alejandro ponsalejandropons92
La Unión Europea ha propuesto un nuevo paquete de sanciones contra Rusia que incluye un embargo al petróleo. El embargo prohibiría la importación de petróleo ruso a la UE y también prohibiría a los buques europeos transportar petróleo ruso a otros lugares. Sin embargo, Hungría se opone al embargo al petróleo, lo que podría retrasar la aprobación del paquete de sanciones de la UE.
The document discusses resumes and cover letters. It begins by stating the purpose of a resume is to get an interview, not necessarily a job. It also discusses targeting a resume to an employer's needs, using different resume styles and formats, and tips for digital resumes. The document provides examples of how to describe work experience concisely using action verbs. It also discusses when to use chronological versus functional resume formats and provides resources for cover letter examples.
This document provides information for Back to School Night 2014 for Ms. Hanna Brogren and Mr. Tom Seley's classroom. It begins with details about their presentation, then provides information about their teaching backgrounds and daily schedule. It also outlines the curriculum including subjects taught, technology integration, homework policies, and encouraging reading at home. Character education and classroom management strategies are discussed. Project-based learning initiatives and encouraging healthy snacks are also mentioned.
The document discusses perspectives on teaching and learning. It emphasizes understanding other perspectives without agreement or judgment. Effective teaching requires applying concepts to new situations and constructing new meanings collectively. Interactions should be amenable to change rather than based on personality. Problem-solving classrooms cultivate creativity, critical thinking and intrinsic motivation in students. Teachers should design for likely transfer of learning and empower student independence through demanding teaching methods. Mistakes are opportunities to learn.
Review of conscious discipline slide showakidsworld
Thank you for the summary. I will review the research studies in more detail and consider how to thoughtfully evaluate claims about social emotional learning programs. Proper research is important to determine what works best for students.
Conscious Discipline - Behavior and the BrainTimothy Adams
The document discusses traditional discipline versus conscious discipline.
[1] Traditional discipline uses fear and punishment to obtain obedience through rule-following, while conscious discipline focuses on changing adult behaviors, uses brain science showing fear is detrimental, and sees conflicts as learning opportunities rather than disruptions.
[2] Conscious discipline is a comprehensive social-emotional program that empowers educators and parents through self-regulation. It recognizes three brain states (executive, emotional, survival) and teaches skills to connect children's behaviors to their internal states.
[3] The key principles of conscious discipline are focusing attention on desired behaviors, using assertive communication through clear commands and I-messages, and helping children develop self-
Dr. Becky Bailey is an internationally recognized expert in childhood education and developmental psychology. She is the founder of Loving Guidance, Inc. and has authored 14 books on positive guidance and discipline techniques. Her research-based method, Conscious Discipline, teaches social-emotional learning and self-regulation skills to both children and adults. It uses brain science to help teachers and students consciously respond to rather than react to conflicts. Key components include the Brain State Model, Seven Powers for Adults, School Family approach, and Seven Skills of Discipline. The S.T.A.R. technique from Conscious Discipline is highly effective for helping children calm down when upset.
Why Intuition Matters More Than You ThinkArupa Tesolin
The document discusses the power of intuition, asserting that it gives us the vision and imagination to create, emanates our purpose, and is how our consciousness communicates as the creator. Intuition is said to point the right way based on our choices, tell us why to go, reveal what's important, and keeps us curious.
This document discusses different brain states and behaviors in children. It describes three main states: the survival state, emotional state, and executive state. The survival state involves fight, flight or freeze responses. The emotional state is seen from ages 15 months to 4 years and involves behaviors like complaining, judgment, blaming and name calling. The executive state involves problem solving skills that emerge later, like attention, time management, and impulse control. Stress can impair the executive state. The prefrontal cortex, involved in executive functions, develops gradually through adolescence.
The document provides guidance for teaching social and emotional competence to preschool children. It discusses strategies for helping children develop self-discipline, understanding feelings, social skills, and changing inappropriate behaviors. Specific strategies include positive guidance, modeling appropriate behavior, preventing problems, and addressing the developmental needs of infants, toddlers, and preschoolers.
The document discusses social development in early childhood. It notes that early childhood programs should facilitate socialization by helping children learn social skills and rules through interactions with peers and adults. The document then outlines several theoretical perspectives on socialization, such as psychosocial, constructivist, behaviorist, and sociocultural theories. It provides examples of important social and emotional skills for children to learn and discusses how social competence develops through peer interaction and relationships.
This document discusses strengths-based leadership and developing one's talents. It describes how identifying and using one's strengths leads to greater engagement, performance and fulfillment rather than focusing on weaknesses. The Clifton StrengthsFinder assessment tool is presented as a way to discover top natural talents. Leaders are encouraged to nurture their talents responsibly and share them with others for the benefit of the community.
Fwd: Re: Re: Distributed Team Seeking Effective CommunicationDiane Zajac
In our zest to be agile and collaborative, many distributed teams are struggling. We know that face-to-face communication is ideal, but it’s just not possible for some teams. Graham and Diane have felt your pain. And there is no silver bullet. Together let’s explore some of the causes of these pain points and discover ways that we can still achieve high quality communication. You will leave with our recommendations for tools and techniques, as well as renewed hope that remote collaboration really is possible!
1) Meetings are where an organization's leadership, strategy, and culture intersect, but often result in wasted creativity and energy.
2) The document outlines five ways of effective virtual collaboration: manage communication, build connections, create a shared workspace, break work down, and have an adaptable plan.
3) Tips for distributed work include sharing workspaces, facilitating connection and communication, presenting yourself professionally online, and maintaining authority remotely.
Personal Productivity Breakthrough - The What And The HowGerrit Cloete
7 Proven principles with associated processes to increase and sustain personal productivity. "That is all there is, principle and process, the what and the how."
These slides (from Agile Toronto 2015) describe how we may dare to create environments where Agile may flourish so we have Organizational Agility.
My message is really simple:
If you want Breakthrough Results
Cultivate Culture to
Create Places People Love to Work and
Start with Yourself.
The document discusses best practices for conducting focused daily stand-up meetings. It recommends keeping stand-ups to 15 minutes with an open, clear, and updated discussion of work. Team members should share progress and potential impediments to receive support. The goal is for the team to stay on track collaboratively toward sprint goals.
The document discusses why agile approaches can be difficult. It argues that agile asks people to step outside of their comfort zones as humans tend to be logical, perfectionist, and crave comfort. Some reasons agile is challenging include not having a clear vision, not maintaining a steady pace through iterations, being unwilling to accept failure, and not truly collaborating as a team. However, the document notes that with a shared vision, maintaining pace through small iterations, embracing failure, and true collaboration, agile approaches can be achieved.
Think Like an Agilist (repeat) Sydney Agile and Scrum 2014Jason Yip
This document describes an approach called "Think Like an Agilist" to help practitioners understand and practice an Agile culture. It involves using difficult scenarios and a think-aloud protocol to expose people's underlying assumptions. Participants discuss their thoughts in response to scenarios while a scribe captures them. This allows examination of assumptions about factors like problem-solving and involvement. The goal is to learn about one's own assumptions and compare them to Agile assumptions around iterative work, validation, and involving those close to problems. Practicing with scenarios can help adjust culture by considering how one thinks, not just outward behaviors.
This document introduces the concept of "Genius Hour", which allows students one or two hours per week to work on self-directed projects that interest them and benefit others. It discusses how giving students free time to pursue their passions can boost engagement, productivity, and perceptions at school. The document also references how some companies give employees similar free time to work on projects using their strengths. Overall, it advocates for liberating students' genius through passion-driven learning experiences.
Have you ever been in a situation where people come together to discuss something or need to make decisions but they don’t feel safe enough to speak their honest opinion? It’s as if there are holding back or feel a sense of consequences if they would speak up. For teams to deliver valuable products well team members need to be able to challenge each other’s thoughts and comments. How valuable are gatherings of high-level collaboration such as Plannings, Stand-ups, Product Backlog Refinements, Reviews, Retrospectives, Continuous Improvement sessions, OKR meetings, etc. when people don’t feel safe enough to contribute fearlessly? Team Safety is an often overlooked foundation for any team aspiring to achieve high performance for creating amazing products people love to use.
In this session you will:
• Gain an understanding of what team safety is.
• Experience a simple and cost effective way to measure it.
• Create awareness of the safety levels within a team.
• Understand what might be adding the levels of safety on your team as well as what might be taking away from it.
• Learn intervention tactics to increase safety levels when a booster is needed.
Sistemas estructurales trabajo de alejandro ponsalejandropons92
La Unión Europea ha propuesto un nuevo paquete de sanciones contra Rusia que incluye un embargo al petróleo. El embargo prohibiría la importación de petróleo ruso a la UE y también prohibiría a los buques europeos transportar petróleo ruso a otros lugares. Sin embargo, Hungría se opone al embargo al petróleo, lo que podría retrasar la aprobación del paquete de sanciones de la UE.
The document discusses resumes and cover letters. It begins by stating the purpose of a resume is to get an interview, not necessarily a job. It also discusses targeting a resume to an employer's needs, using different resume styles and formats, and tips for digital resumes. The document provides examples of how to describe work experience concisely using action verbs. It also discusses when to use chronological versus functional resume formats and provides resources for cover letter examples.
This document provides information for Back to School Night 2014 for Ms. Hanna Brogren and Mr. Tom Seley's classroom. It begins with details about their presentation, then provides information about their teaching backgrounds and daily schedule. It also outlines the curriculum including subjects taught, technology integration, homework policies, and encouraging reading at home. Character education and classroom management strategies are discussed. Project-based learning initiatives and encouraging healthy snacks are also mentioned.
The document discusses perspectives on teaching and learning. It emphasizes understanding other perspectives without agreement or judgment. Effective teaching requires applying concepts to new situations and constructing new meanings collectively. Interactions should be amenable to change rather than based on personality. Problem-solving classrooms cultivate creativity, critical thinking and intrinsic motivation in students. Teachers should design for likely transfer of learning and empower student independence through demanding teaching methods. Mistakes are opportunities to learn.
Review of conscious discipline slide showakidsworld
Thank you for the summary. I will review the research studies in more detail and consider how to thoughtfully evaluate claims about social emotional learning programs. Proper research is important to determine what works best for students.
Conscious Discipline - Behavior and the BrainTimothy Adams
The document discusses traditional discipline versus conscious discipline.
[1] Traditional discipline uses fear and punishment to obtain obedience through rule-following, while conscious discipline focuses on changing adult behaviors, uses brain science showing fear is detrimental, and sees conflicts as learning opportunities rather than disruptions.
[2] Conscious discipline is a comprehensive social-emotional program that empowers educators and parents through self-regulation. It recognizes three brain states (executive, emotional, survival) and teaches skills to connect children's behaviors to their internal states.
[3] The key principles of conscious discipline are focusing attention on desired behaviors, using assertive communication through clear commands and I-messages, and helping children develop self-
Dr. Becky Bailey is an internationally recognized expert in childhood education and developmental psychology. She is the founder of Loving Guidance, Inc. and has authored 14 books on positive guidance and discipline techniques. Her research-based method, Conscious Discipline, teaches social-emotional learning and self-regulation skills to both children and adults. It uses brain science to help teachers and students consciously respond to rather than react to conflicts. Key components include the Brain State Model, Seven Powers for Adults, School Family approach, and Seven Skills of Discipline. The S.T.A.R. technique from Conscious Discipline is highly effective for helping children calm down when upset.
Why Intuition Matters More Than You ThinkArupa Tesolin
The document discusses the power of intuition, asserting that it gives us the vision and imagination to create, emanates our purpose, and is how our consciousness communicates as the creator. Intuition is said to point the right way based on our choices, tell us why to go, reveal what's important, and keeps us curious.
This document discusses different brain states and behaviors in children. It describes three main states: the survival state, emotional state, and executive state. The survival state involves fight, flight or freeze responses. The emotional state is seen from ages 15 months to 4 years and involves behaviors like complaining, judgment, blaming and name calling. The executive state involves problem solving skills that emerge later, like attention, time management, and impulse control. Stress can impair the executive state. The prefrontal cortex, involved in executive functions, develops gradually through adolescence.
The document provides guidance for teaching social and emotional competence to preschool children. It discusses strategies for helping children develop self-discipline, understanding feelings, social skills, and changing inappropriate behaviors. Specific strategies include positive guidance, modeling appropriate behavior, preventing problems, and addressing the developmental needs of infants, toddlers, and preschoolers.
The document discusses social development in early childhood. It notes that early childhood programs should facilitate socialization by helping children learn social skills and rules through interactions with peers and adults. The document then outlines several theoretical perspectives on socialization, such as psychosocial, constructivist, behaviorist, and sociocultural theories. It provides examples of important social and emotional skills for children to learn and discusses how social competence develops through peer interaction and relationships.
The document describes an experiment to test people's reliability of intuitions by having them answer questions within 30 seconds and compare their answers to statistical likelihoods. It includes 6 sample questions on topics like coin tosses, birthdays, ball trajectories, and falling objects. The document concludes that people tend to overestimate the reliability of their intuitions and abilities to judge truth from falsehood or character, when experiments show intuitions are often no better than random guesses.
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
The document discusses enabling cultural change through hiring the right people and having an aligned recruitment process. It highlights the costs of an unaligned process, including negative impacts to culture and high turnover. It contrasts a traditional hiring process focused on experience and technical skills with an agile process led by the team. The agile process prioritizes cultural fit, passion, and potential. It emphasizes identifying candidates with aspirations aligned to the organization's values through behavioral questions. An agile hiring process benefits include strong cultural alignment, low turnover, and evidence of a people-oriented organization.
Challenge The Process By Asking "Why?" With GoLeanSixSigma.comGoLeanSixSigma.com
Did you know that curiosity catalyzes creativity? This 1 hour webinar will share how you can promote curiosity in your workplace to inspire creative solutions to everyday problems.
This document provides tips for engaging and motivating nonprofit boards of directors. It recommends 7 steps to transform a board from "bored to blazing": 1) ignite their passion for the cause, 2) discuss where donations are spent, 3) share mission moments, 4) make meetings interesting, 5) give board members what they want, 6) include social time, and 7) provide clear action items. The presenter emphasizes the importance of an emotional connection to the mission and specific tasks for board members. Personal changes like being enthusiastic, modeling energy, and making it fun are also advised.
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work.
Reignite your desire to improve (NDC Sydney 2018)Richard Banks
"We're doing pretty well. There's not much to improve on" #sigh
It's so, so easy to get improvement fatigue. To become overly familiar and comfortable with the little dysfunctions in how you and your team work. To stop improving and start missing out on the fresh ideas and experiments that could elevate your team beyond the level they're currently working at.
Let's explore the common problems teams often become comfortable with, and ideas for addressing them. Let's explore what you could try that can help your team think differently, to challenge the status quo, and to help you and your team reinvigorate your desire to improve and to raise your game to the next level!
The document describes what it's like to work at Key Difference, an organization that believes work should be enjoyable. It emphasizes creativity, personal growth, flexibility, and having fun. Employees are encouraged to be themselves and find purpose and fulfillment. The environment is casual and home-like, meant to feel stress-free. The goal is for employees to do work they find interesting and are passionate about.
Building Your Network: Online and Off with Dorie ClarkContactually
This document summarizes a webinar about building a professional network both online and offline. The webinar covered 9 concepts for networking, including opening conversations, networking as an introvert, finding mentors, creating content, and keeping in contact with your network through follow ups. Special guest Dorie Clark then discussed segmenting contacts into hot, warm and cold leads and following up with each group at different frequencies. She recommended the Contactually relationship management tool to help automate follow ups in order to maintain connections over time. The webinar concluded by asking participants to consider next steps for growing their own networks.
Designing for Agile Delight! Customer Obsessed Innovation at IntuitAtlassian
Innovating effectively in an Agile environment is no easy feat. Learn how Intuit applies an innovation culture and their own "Design for Delight" (D4D) process to deliver and enhance their enterprise agility program—and keep both internal teams and customers happy.
Explore this unique process around customer-driven innovation, deep customer empathy, and how to navigate rapid iterations with customers. Learn about how they applied their agile D4D process to solve key customer problems, and leave with the knowledge of how to deliver both features and customer delight.
This document provides tips for conducting interviews. It recommends asking open-ended questions, paying attention to nonverbal cues, avoiding leading questions, and being prepared to take notes. Example questions are provided for interviewers and candidates that focus on work experiences, values, aspirations, and learning. The document also shares information about upcoming training events and initiatives for agile product development.
In a competitive job market, interviews are as much about enthusiasm and presentation as your applicable skills and relevant experience. You need to know what you want, how your experience applies, and how to present yourself in the best way possible. In this session, you will learn how hiring managers think, and how to impress them, as well as build your speaking and body language skills. We’ll also cover persuasive presentation – and what that entails – doing your research on the job and on the hiring manager, which questions to ask, how to practice your “story” in terms of many common questions interviewers ask, and effective ways to link your experiences directly to the opportunity at hand.
This is a PowerPoint presentation by Virtual Team Builders on their new book Follow My Voice. The book is a narrative/ self-help combo that teaches individuals and businesses how to start, build, and manage a successful virtual team/ business.
The document discusses the book "Follow My Voice" which aims to help improve the functionality of virtual teams. It notes that 40% of virtual team members feel their teams underperform, 33% of executives feel virtual teams are poorly managed, and 56% of poorly managed teams experience communication issues due to cultural/language differences. The book is presented as a guide for newly appointed virtual team managers based on the story of Robert Redman. It claims that after reading, managers will be able to master virtual communication, hire and motivate remote employees, solve logistical/cultural problems, build engagement, and improve their work lives. The document provides chapter overviews on virtual communication, team building, engagement, interpersonal skills, and self-
Virtual Teams - Follow-my-Voice - the definitive book for virtual team success!samjosh
Want to know how to improve the functionality of your virtual team? Then read our latest book, Follow My Voice by Amir Ahmed and Claire Sookman. Follow the amusing story about our virtual Project Manager, Robert Redman, as he learns the ropes about: Communication, Running Team Meetings, Building Teams, Effectively engaging team members, Interpersonal Skills, and Self Management. You will definitely be entertained and informed!
This document discusses challenges with implementing Scrum and agile frameworks in organizations. It notes that Scrum exposes existing problems rather than fixing them and functions as a mirror to reflect an organization's current realities and challenges with collaboration. The document advocates for having courageous conversations to understand the true root causes preventing Scrum from working, such as a lack of trust, working in silos rather than collaboratively, or prioritizing tools over people. Participants are encouraged to reflect on small changes they could make to enable positive changes within the constraints of their organization.
This document provides guidance for a team to reflect on themselves and define roles, responsibilities, and ground rules for successful collaboration. It prompts members to consider their strengths, weaknesses, and resources they can contribute. It also suggests establishing regular meetings, communication systems, and determining who will lead responsibilities and have overall authority. The team should discuss behavioral expectations, potential losses, and define both internal and external visions and milestones.
What's the difference between groups and teams? Could teamwork be fun and productive at the same time? Why collaboration is so hard? What could you do to encourage teamwork?
The document summarizes a meetup event where women in technology explored how to apply a "Design for Delight" framework to their careers. The event involved 3 parts: 1) A crash course on the D4D principles of knowing customers well to generate ideas and quickly experimenting, 2) Working in groups to apply the framework by creating a career journey map and brainstorming ideas with a "posse", and 3) Committing to reconnect with a contact and prototype an idea within a month. The goal was to help women innovatively exceed expectations and find career delight through understanding themselves, connecting with others, and taking discovery actions.
Evolving Changes of Leadership: Navigating ComplexityLeland Sandler
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The document provides guidance on getting a team unstuck in 7 steps by addressing common states of being stuck, including battle-torn, exhausted, directionless, worthless, overwhelmed, alone, and hopeless. It then outlines pathways to help teams move past each stuck state through approaches like clarifying roles, building team identity, establishing a compelling vision or purpose, and ensuring proper resources and communication. The overall document aims to help leaders diagnose why their team may be stuck and offer suggestions to guide them to an unstuck and higher performing state.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
51. An Activityto DetermineIntent
• A team does notclose a singlestory as part of their sprint
• Code coverage goes down dramaticallyover the course of a sprint
• Someone islate toevery team meeting
53. Answer these questions:
1. What was most helpful?
2. What was least helpful?
3. What would make thisworkshop better?
4. What is the top thoughtyou willtake home with you?
Remember to provide feedback
through Agile2015
http://sched.co/35TG
54. Resources Consulted
Conscious Discipline -Building
ResilientClassrooms by Dr. Becky
Baily
CrucialConversations –ToolsforTalking
WhentheStakesareHigh by Kerry
Patterson, Joseph Grenny,Ron McMillian, Al
Switzer
DaringGreatly–HowtheCouragetoBe
VulnerableTransformstheWayWeLive,
Love, Parent,andLeadby BreneBrown
Conscious Discipline YouTubeChannel
https://www.youtube.com/user/lovinggu
idance
Editor's Notes
Our purpose is to explore how we can rewire our brains so that we can become coaches who bring their best self to the team to coach our teams to become their best selves.
The Law of Two Feet means you take responsibility for what you care about -- standing up for that and using your own two feet to move to whatever place you can best contribute and/or learn.
Now we are ready to start on our journey together. But this is not a journey you will make alone, this is a journey you will make with a new friend.
Synaptic Pruning is how the brain rewires itself
Stress causes brain networks to shrink and receive less oxygen, reducing the ability to learn and create
We know when we are hungry or thirsty that we need to eat but we don’t usually listen to our bodies
To rewire your brain you first have to become conscious of your current state. We will talk more about this later, but you can’t blaze a new trail until you know where you are. You have to pause, assess your current “location on the map.”
Our brain pathways are like a path through the grass. At first the going is very slow and difficult, but as we go through that pathway over and over again the way becomes clearer. As we practice, it eventually becomes harder to do it the old way than it was to do it the new way.
Dr. Becky Bailey’s Brain State Model
Am I safe?
Survival state implies a life or death perception with a physical response. In survival state people resort to silence or violence. You think “This world is a dog-eat-dog world.”
create scandals, steal from the company, or even threaten violence.
No one creates a situation to attack someone else unless they themselves do not feel safe
What does a survival workplace look like?
Relationship Building Amongst Peers is Fading
Meetings Are Frequently Cancelled or Rescheduled
People Don’t Trust One Another
Turnover is High and Employer Loyalty is Low
Self-Promotion is Out of Control
passively antagonistic, sarcastic, and resistant to new management initiatives
How to create safety
- Notice
Assertiveness and focusing on what we want
Routines
Composure
My job is to keep you safe
Am I cared for? The answer to this question determines if we will use our energy for processing information in the higher centers of the brain or for self-protection in the lower centers of the brain.
An emotional state relies on the judgment of good and bad, and implies a victim/villain perception toward life and attempts to make others responsible for our upset.
We become triggered into the emotional state when we feel the world is not going our way. This state relies on the CD-ROM that was created based on our past. These are mental models that were passed down to us from our early caregivers. Often the contain inaccurate stories from our childhood.
When we are in our emotional state, we generally perceive others as the cause of our upset and seek to blame them for our distress.
If someone who grew up in a household with stress and crisis, that environment will be comfortable to them. They will try to create an environment like that.
What does a workplace look like when workers are in the Emotional part of their brain?
People are not worried about losing their jobs, but they’re not happy either
No one is really sure what is going on – chaos reigns
People are afraid of conflict and instead talk behind each other’s backs or speak in a passive-aggressive manner
Team members don’t feel like anyone really cares about them and they are knowledge hoarders who want to outwork and outthink their competitors on an individual basis.
They are lone warriors who not only want to win, but need to be the best and brightest.
How to train your brain out of the Emotional zone
Provide valuable opportunities to connect
Implementing caring rituals cultivates compassion
Compassion motivates altruistic behavior
Accepting people for who they are
Based on noticing or connecting
Teaches what helpful looks like, sounds like, and feels like
Being of service activates the higher centers of the brain
With every job for every person, each person contributes to the success of the tribe
What Can I Learn & Create?
When you experience flow, you are experiencing the power of the executive state. It is a state of relaxed alertness during which you have the capacity to notice your thoughts and emotions, be conscious of your actions and possess the ability to pause and plan a wise response. Instead of physically reacting, or verbally overreacting from an old CD-ROM
, the Executive state allows us to pause and plan a wise response. The voice we use to discipline children (if we are caregivers) or to coach employees is THE SAME VOICE as the one we use with ourselves. The voice we choose directs our behavior.
Instead of asking “What will make this person do X” we ask a new question – “What will help this person be more likely to be successful at X?”
When we feel safe and cared for, then we are ready to move into the CEO area of the brain and start solving problems.
We can
Direct our attention in order to set and achieve goals despite distractions
Regulate our emotions and inhibit impulsive behavior
Hold information in our heads, self-monitor, and reflect
Develop empathy and problem solve
We change our intention from controlling our environment to having an intention to teach.
The survival state sees conflict as threatening and bad – it must be punished.
Emotional state sees conflict as irritating and upsetting. It must be stopped.
The executive state sees conflict as a call for help and a teaching opportunity. It must be solved with new skills.
Our job is to remain calm enough to see the best and help others learn new skills. We do that by assuming positive intent – we are all doing the best we can at any given point in time. All behavior is a communication.
Think back to a time you lashed out at people you cared about – were you trying to make things worse or where you trying to get personal relief from your own emotional distress?
When I’m feeling unsure, undeserving or not good enough, I am short-tempered and critical towards others and myself. At these times I need compassion, not lectures that provoke more guilt. Our coworkers are the same.
You experience flow when you are doing your thing (whatever it is), get immersed in it, and feel satisfied by doing it. You lose track of time. Your whole being is involved, and you’re using your skills to the utmost.
Some examples might include:
- yoga
- dancing
- coloring
- painting
- playing a game
Find a partner and share with each other a time that you experienced flow. It’s okay if it hasn’t happened in a long time!
Talk about the Hulk – who controls the Hulk? Everyone else, until the Hulk learns how to calm himself.
To rewire your brain you first have to become conscious of your current state. We will talk more about this later, but you can’t blaze a new trail until you know where you are. You have to pause, assess your current “location on the map.”
Behavior is the part of the iceberg that you see. The part beneath the water is our internal state.
Every behavior is a communication. We forget this and instead of trying to discern the communication behind the behavior, we try to stop it. We are better served by welcoming the behavior so we can coach through it as a teachable moment. Doing so requires empathy – empathy is the ability to understand and share the feelings of another. If I see your behavior as a communication, then I seek to understand and share your feelings so that I can help.
"To attack those who have need of teaching is to fail to learn from them."
~ A Course in Miracles
Empathy teaches emotional regulation and integrates the brain so we can take personal responsibility for their actions
Judgement blocks awareness of what we are feeling
Emotional cardio: Picture the person who you thought of at the start of this session. What behavior do they have that annoys you? Now list 3 – 4 needs that person might be trying to satisfy. Pretend you are that person. How does that feel?
Empathy teaches emotional regulation and integrates the brain so we can take personal responsibility for their actions
Judgement blocks awareness of what we are feeling
Emotional cardio: Picture the person who you thought of at the start of this session. What behavior do they have that annoys you? Now list 3 – 4 needs that person might be trying to satisfy. Pretend you are that person. How does that feel?
Fill the pool of shared meaning
Focus on what you really want
What do I really want for myself?
What do I really want for others?
What do I really want for the relationship?
Refuse the fool’s choice, focus on the AND
Clarify what you really want
Clarify what you really don’t want
Present your brain with a more complex problem
This is your boss. What is he thinking? Let’s discuss possible perceptions and assuming positive intent. Let’s say something is NOT what we want and perception doesn’t change that? Then what? Fight reality or accept! (next slide)
Let’s determine intent for each of these teams, assuming negative intent and then assuming positive intent
We can coach others to assume positive intent by modeling it ourselves.
Once we have a team that is assuming positive intent and feels like they are tribe, then we are safe to experience conflict. If there is no conflict, that is a warning sign that people don’t feel safe and are not ready to deal with the tough issues.
Now we have the opportunity to coach through conflict, and when conflict occurs we know how to handle it.