The document describes various meters and timers that could be used to track productivity, procrastination, perseverance, courage, trust, and appreciation within a work environment.
It includes:
- A procrastination timer that tracks time spent on tasks versus time spent procrastinating
- A perseverance meter that tracks progress on multiple projects over time
- Meters to track levels of courage, trust, and appreciation given and received within a team
- Example scenarios of how the meters could reflect different leadership situations
CEO of 5W PR Ronn Torossian believes that as a manager, you are either considered a problem solver or a hindrance to progress. Which would you rather be?
Hoodie is a dynamic desk accessory that addresses common concerns with open office environments like lack of privacy and interruptions. It fits on any desk and provides instant privacy and a signal not to be disturbed by simply raising the hood. In the example, marketing director Nat is able to focus and complete his annual budget undisturbed thanks to his company providing touch down stations with hoodies.
Peter Bender from Consultant in a Flash held a time management training for Phoenix House. He introduced Stephen Covey's time management model which divides tasks into quadrants of urgent/important. Participants mapped current tasks and identified those that could be delegated, eliminated, or moved to improve productivity. Tips included using calendars effectively, explaining capacity limits, and temporary task storage. Participants committed to trying two changes and scheduled follow up with a buddy.
1) Prioritize requests from your boss and your boss's boss above all others as they are highest in the company hierarchy and can directly impact your career advancement. Also prioritize tasks that have the biggest impact on business performance and your personal goals.
2) Delegate as much work as possible to empower your team to take initiatives and act independently in order to minimize your time spent and maximize efficiency. Push your team to take on harder tasks within reason.
3) Seek to automate repetitive tasks through technology and outsource non-core work to further reduce time spent on lower value activities. Know your stakeholders well and manage expectations on quality and deadlines accordingly.
The document discusses the PDCA (Plan-Do-Check-Act) cycle for managing change. It describes how the author tried explaining this to their daughter but realized their explanation was flawed based on her insightful questions. The rest of the document outlines the steps to effectively manage change using the PDCA framework: plan by understanding the need for change, make the need urgent and compelling, prepare by establishing metrics and setting goals, implement the change, and institutionalize the change to make it sustainable.
The document discusses distinguishing between urgent and important tasks using a time management matrix. It explains that urgent tasks demand immediate attention but may not be important, while important tasks contribute to goals but are not always urgent. The matrix helps prioritize by evaluating importance and urgency of all activities. Tasks that are urgent but not important can interrupt workflow, while important non-urgent tasks require advance planning to avoid becoming urgent. Distractions that are neither urgent nor important should generally be avoided.
The document discusses several common challenges organizations face when adopting agile and Scrum methodologies. Some of the key challenges mentioned include:
1) Organizational culture and structures not being ready for agile, such as "silos of knowledge" where expertise is concentrated in a few individuals rather than shared across teams.
2) Managers having a "command and control" mindset that does not trust employees and teams to plan and manage their own work.
3) Lacking an overall "agile culture" where goals are shared across the organization and there is transparency and collaboration between teams.
4) The initial adoption of Scrum being difficult, as it requires changes in roles like product owners
CEO of 5W PR Ronn Torossian believes that as a manager, you are either considered a problem solver or a hindrance to progress. Which would you rather be?
Hoodie is a dynamic desk accessory that addresses common concerns with open office environments like lack of privacy and interruptions. It fits on any desk and provides instant privacy and a signal not to be disturbed by simply raising the hood. In the example, marketing director Nat is able to focus and complete his annual budget undisturbed thanks to his company providing touch down stations with hoodies.
Peter Bender from Consultant in a Flash held a time management training for Phoenix House. He introduced Stephen Covey's time management model which divides tasks into quadrants of urgent/important. Participants mapped current tasks and identified those that could be delegated, eliminated, or moved to improve productivity. Tips included using calendars effectively, explaining capacity limits, and temporary task storage. Participants committed to trying two changes and scheduled follow up with a buddy.
1) Prioritize requests from your boss and your boss's boss above all others as they are highest in the company hierarchy and can directly impact your career advancement. Also prioritize tasks that have the biggest impact on business performance and your personal goals.
2) Delegate as much work as possible to empower your team to take initiatives and act independently in order to minimize your time spent and maximize efficiency. Push your team to take on harder tasks within reason.
3) Seek to automate repetitive tasks through technology and outsource non-core work to further reduce time spent on lower value activities. Know your stakeholders well and manage expectations on quality and deadlines accordingly.
The document discusses the PDCA (Plan-Do-Check-Act) cycle for managing change. It describes how the author tried explaining this to their daughter but realized their explanation was flawed based on her insightful questions. The rest of the document outlines the steps to effectively manage change using the PDCA framework: plan by understanding the need for change, make the need urgent and compelling, prepare by establishing metrics and setting goals, implement the change, and institutionalize the change to make it sustainable.
The document discusses distinguishing between urgent and important tasks using a time management matrix. It explains that urgent tasks demand immediate attention but may not be important, while important tasks contribute to goals but are not always urgent. The matrix helps prioritize by evaluating importance and urgency of all activities. Tasks that are urgent but not important can interrupt workflow, while important non-urgent tasks require advance planning to avoid becoming urgent. Distractions that are neither urgent nor important should generally be avoided.
The document discusses several common challenges organizations face when adopting agile and Scrum methodologies. Some of the key challenges mentioned include:
1) Organizational culture and structures not being ready for agile, such as "silos of knowledge" where expertise is concentrated in a few individuals rather than shared across teams.
2) Managers having a "command and control" mindset that does not trust employees and teams to plan and manage their own work.
3) Lacking an overall "agile culture" where goals are shared across the organization and there is transparency and collaboration between teams.
4) The initial adoption of Scrum being difficult, as it requires changes in roles like product owners
This document provides tips for avoiding procrastination. It recommends being honest about past instances where procrastinating caused problems. Large projects should be broken into smaller, more manageable tasks to avoid feeling overwhelmed. Overplanning should be avoided, and work should just be started instead of overthinking tasks. Distractions like television and social media should be limited or avoided altogether during work time.
Companies are very good at pointing out the main business problems and challenges. It can be lack of certainty or clear objectives, effectiveness, not moving fast enough, prioritizing etc. We here at Weekdone brought out the 10 most common business challenges and offered fixes that have worked successfully in the past.
There’s no existing playbook for what we are experiencing
Right now, people all around the world are asking:
“What will we look like after all this?”
“What will our new world services be?”
For some people and organisations, the next six months will be the turning point that helps them clarify their vision and build a better future for their organisations and the communities they serve.
For others, it will be a chaotic time that sets them back or sees them close.
Now is the time to make the changes that are long overdue – as well as imagine what the new world will need you for.
It’s time to design the new playbook, together.
Head to https://acceleration.team to join the conversation.
This document provides an overview of the agenda and purpose of various agile ceremonies, including backlog refinement, daily standup, retrospective, sprint planning, and sprint review. It discusses forming groups to discuss the purpose and desired outcomes of each ceremony. For each ceremony, it lists the purpose as gaining a shared understanding of requirements, identifying uncertainties, negotiating acceptance criteria, prioritizing backlog items, synchronizing work and identifying impediments, reflecting on and improving processes, tasking out sprint work, and demonstrating product increments for feedback. The desired outcomes include estimated backlog items, fewer surprises, elaborated stories, understanding of daily work and impediments, agreed-upon process improvements, a committed sprint plan, and accepted stories and new
Susanne Madsen presents a thought provoking webinar for APM on project leadership that helps you lead yourself and others more effectively in a project context. Susanne discusses the differences between management and leadership and how to increase performance, become a project leader and differentiate yourself from the competition.
1. The human mind goes through roughly 10 steps in its relationships with colleagues and itself at work. These include an initial effort, building relationships over time, group dynamics, problem solving, consistency, results both positive and negative, drawing conclusions while tired, proactivity based on prior steps, synthesis of experiences, and achieving objectives which releases endorphins and dopamine.
The document provides an overview of Agile principles and the Scrum framework. It describes key Scrum roles like the Product Owner and Scrum Master. It also summarizes Scrum ceremonies such as Sprint Planning, Daily Standup, Sprint Review, and Retrospective. User stories and tracking work using a Kanban or Scrum board in TFS are also covered at a high level.
Survey after survey indicates most employees are disengaged at work. These results are across all industries. Naturally, there’s a lot of advice about ways to improve employee engagement. Much of this information is relevant and useful. In this webinar, we look at feedback and its relationship to employee engagement levels.
Research suggests that more feedback boosts engagement levels.
Feedback can be positive or constructive. Employees say over and over again in surveys that they want more feedback, both positive and constructive.
We explore the relationship between engagement levels and feedback frequency in this webinar.
This comes from Dr. Tim Baker's latest book: Mastering Feedback: A Practical Guide for Better Leadership Conversations.
An example of email tutorial support on a student’s action planCTJT
The email provides feedback on Sandra's action plan for finding editing work. It praises the plan for being practical, realistic, and achievable. The advisor suggests integrating all of Sandra's online platforms and limiting the number used. They also recommend attaching timescales to the plan and including course studies to see activities as one package. The advisor wishes Sandra the best with implementing the achievable plan.
The document discusses resource talent management and the differences between a well-functioning team and one that needs change. When a team is working well, projects succeed, blame is avoided, strengths help weaknesses, turnover is low, and vacations are taken. Signs that change is needed include department competition, frequent post-mortems, fewer co-located workers, high turnover, constant late hours, and emails being used as weapons. Ways to change include getting feedback, encouraging honesty, tracking problems, increasing meetings, hiring outside consultants, removing poor performers, flattening structures, co-locating, and embracing transparency. Tools like document collaboration, workflow management, and workload organization can also help.
Tips to build a strong remote team - The Lessons GuyStephenThomas170
Communication is a double-edged sword, the way you use it can create wonders or mayhems.
Till now, companies have poured billions into collaborative office spaces, but due to the current circumstances, they are forced to look at alternatives.
Let us check out some simple yet powerful ways to promote teaming and collaboration.
Why is so much of our time wasted on tasks of little importance or value? Because we don’t prioritize them. If you don’t set priorities on a daily basis, you can easily find yourself behind the 8-ball. One way to keep the most important tasks front-and-center is to use the four quadrants of time management first introduced by Stephen Covey.
Neysa King — Getting to Done: The Human Interactions That Make or Break a Pro...Jordan Bresler
This document discusses building honest and open communication within a team to ensure project success. It emphasizes that honest communication is necessary to share information, make good decisions, and accomplish goals. Specific communication tactics and meeting structures are presented to help teams be more productive. The document also stresses the importance of admitting when problems arise so they can be addressed, and suggests that focusing on open communication and understanding can improve projects and make individuals better at their work.
La historia de Yucatán comenzó con la conquista española en el siglo XVI. Antes de eso, la península de Yucatán era el hogar de la cultura maya por más de mil años. Durante la época colonial, Yucatán dependía de la Audiencia de México. En el México independiente, aunque Yucatán no se vio afectado militarmente por la guerra de independencia debido a su lejanía geográfica, hubo grupos libertadores como los Sanjuanistas que lideraron la independencia de Yucatán de man
This document summarizes information from a paper on stratospheric geoengineering and its effects. It defines geoengineering as the large-scale manipulation of the environment to counter climate change. It discusses how stratospheric aerosols could be released into the atmosphere to scatter sunlight and cool the planet. It then outlines some of the proposed compositions of these aerosols, including sulfates, aluminum, and barium titanate. Finally, it notes some of the potential environmental and health effects of releasing these aerosols, such as acid rain, respiratory issues, and increased cancer rates.
Este documento apresenta uma moção global de orientação estratégica para o Partido Socialista em Coimbra para o período de 2013-2017. Defende que o PS deve apoiar as autarquias locais, reforçar a organização interna do partido e promover uma maior ação participativa junto dos cidadãos e instituições.
1. Project success is defined as achieving the intended purpose, while failure is anything short of that.
2. Early warning signs of potential project failure include lack of interest from the team, poor communication, losing momentum by not having smaller milestones, going over budget, and changing the project's focus midway.
3. Key factors that increase success are having top management support, client involvement, an experienced project manager, clear objectives, and a well-defined scope.
Providing constructive feedback on a regular basis can be a daunting task in today's fast-paced world. Therefore, it is essential to ensure that you perform performance reviews correctly when you finally get the opportunity to do so.
This document provides tips for avoiding procrastination. It recommends being honest about past instances where procrastinating caused problems. Large projects should be broken into smaller, more manageable tasks to avoid feeling overwhelmed. Overplanning should be avoided, and work should just be started instead of overthinking tasks. Distractions like television and social media should be limited or avoided altogether during work time.
Companies are very good at pointing out the main business problems and challenges. It can be lack of certainty or clear objectives, effectiveness, not moving fast enough, prioritizing etc. We here at Weekdone brought out the 10 most common business challenges and offered fixes that have worked successfully in the past.
There’s no existing playbook for what we are experiencing
Right now, people all around the world are asking:
“What will we look like after all this?”
“What will our new world services be?”
For some people and organisations, the next six months will be the turning point that helps them clarify their vision and build a better future for their organisations and the communities they serve.
For others, it will be a chaotic time that sets them back or sees them close.
Now is the time to make the changes that are long overdue – as well as imagine what the new world will need you for.
It’s time to design the new playbook, together.
Head to https://acceleration.team to join the conversation.
This document provides an overview of the agenda and purpose of various agile ceremonies, including backlog refinement, daily standup, retrospective, sprint planning, and sprint review. It discusses forming groups to discuss the purpose and desired outcomes of each ceremony. For each ceremony, it lists the purpose as gaining a shared understanding of requirements, identifying uncertainties, negotiating acceptance criteria, prioritizing backlog items, synchronizing work and identifying impediments, reflecting on and improving processes, tasking out sprint work, and demonstrating product increments for feedback. The desired outcomes include estimated backlog items, fewer surprises, elaborated stories, understanding of daily work and impediments, agreed-upon process improvements, a committed sprint plan, and accepted stories and new
Susanne Madsen presents a thought provoking webinar for APM on project leadership that helps you lead yourself and others more effectively in a project context. Susanne discusses the differences between management and leadership and how to increase performance, become a project leader and differentiate yourself from the competition.
1. The human mind goes through roughly 10 steps in its relationships with colleagues and itself at work. These include an initial effort, building relationships over time, group dynamics, problem solving, consistency, results both positive and negative, drawing conclusions while tired, proactivity based on prior steps, synthesis of experiences, and achieving objectives which releases endorphins and dopamine.
The document provides an overview of Agile principles and the Scrum framework. It describes key Scrum roles like the Product Owner and Scrum Master. It also summarizes Scrum ceremonies such as Sprint Planning, Daily Standup, Sprint Review, and Retrospective. User stories and tracking work using a Kanban or Scrum board in TFS are also covered at a high level.
Survey after survey indicates most employees are disengaged at work. These results are across all industries. Naturally, there’s a lot of advice about ways to improve employee engagement. Much of this information is relevant and useful. In this webinar, we look at feedback and its relationship to employee engagement levels.
Research suggests that more feedback boosts engagement levels.
Feedback can be positive or constructive. Employees say over and over again in surveys that they want more feedback, both positive and constructive.
We explore the relationship between engagement levels and feedback frequency in this webinar.
This comes from Dr. Tim Baker's latest book: Mastering Feedback: A Practical Guide for Better Leadership Conversations.
An example of email tutorial support on a student’s action planCTJT
The email provides feedback on Sandra's action plan for finding editing work. It praises the plan for being practical, realistic, and achievable. The advisor suggests integrating all of Sandra's online platforms and limiting the number used. They also recommend attaching timescales to the plan and including course studies to see activities as one package. The advisor wishes Sandra the best with implementing the achievable plan.
The document discusses resource talent management and the differences between a well-functioning team and one that needs change. When a team is working well, projects succeed, blame is avoided, strengths help weaknesses, turnover is low, and vacations are taken. Signs that change is needed include department competition, frequent post-mortems, fewer co-located workers, high turnover, constant late hours, and emails being used as weapons. Ways to change include getting feedback, encouraging honesty, tracking problems, increasing meetings, hiring outside consultants, removing poor performers, flattening structures, co-locating, and embracing transparency. Tools like document collaboration, workflow management, and workload organization can also help.
Tips to build a strong remote team - The Lessons GuyStephenThomas170
Communication is a double-edged sword, the way you use it can create wonders or mayhems.
Till now, companies have poured billions into collaborative office spaces, but due to the current circumstances, they are forced to look at alternatives.
Let us check out some simple yet powerful ways to promote teaming and collaboration.
Why is so much of our time wasted on tasks of little importance or value? Because we don’t prioritize them. If you don’t set priorities on a daily basis, you can easily find yourself behind the 8-ball. One way to keep the most important tasks front-and-center is to use the four quadrants of time management first introduced by Stephen Covey.
Neysa King — Getting to Done: The Human Interactions That Make or Break a Pro...Jordan Bresler
This document discusses building honest and open communication within a team to ensure project success. It emphasizes that honest communication is necessary to share information, make good decisions, and accomplish goals. Specific communication tactics and meeting structures are presented to help teams be more productive. The document also stresses the importance of admitting when problems arise so they can be addressed, and suggests that focusing on open communication and understanding can improve projects and make individuals better at their work.
La historia de Yucatán comenzó con la conquista española en el siglo XVI. Antes de eso, la península de Yucatán era el hogar de la cultura maya por más de mil años. Durante la época colonial, Yucatán dependía de la Audiencia de México. En el México independiente, aunque Yucatán no se vio afectado militarmente por la guerra de independencia debido a su lejanía geográfica, hubo grupos libertadores como los Sanjuanistas que lideraron la independencia de Yucatán de man
This document summarizes information from a paper on stratospheric geoengineering and its effects. It defines geoengineering as the large-scale manipulation of the environment to counter climate change. It discusses how stratospheric aerosols could be released into the atmosphere to scatter sunlight and cool the planet. It then outlines some of the proposed compositions of these aerosols, including sulfates, aluminum, and barium titanate. Finally, it notes some of the potential environmental and health effects of releasing these aerosols, such as acid rain, respiratory issues, and increased cancer rates.
Este documento apresenta uma moção global de orientação estratégica para o Partido Socialista em Coimbra para o período de 2013-2017. Defende que o PS deve apoiar as autarquias locais, reforçar a organização interna do partido e promover uma maior ação participativa junto dos cidadãos e instituições.
1. Project success is defined as achieving the intended purpose, while failure is anything short of that.
2. Early warning signs of potential project failure include lack of interest from the team, poor communication, losing momentum by not having smaller milestones, going over budget, and changing the project's focus midway.
3. Key factors that increase success are having top management support, client involvement, an experienced project manager, clear objectives, and a well-defined scope.
Providing constructive feedback on a regular basis can be a daunting task in today's fast-paced world. Therefore, it is essential to ensure that you perform performance reviews correctly when you finally get the opportunity to do so.
http://www.trinityp3.com
With Evalu8ing you can measure, manage and maximise the performance and alignment of the multiple stakeholder groups working together within your organisation following restructures, mergers and acquisitions, between organisations in joint ventures, strategic alliances and through a supply chain, in one easy to use on-line survey.
What happens when the project goal is not clearOrangescrum
A well-defined Project goal helps complete a project successfully. What if the goal is not clear but you're not sure whether it's right for you or not?
Managing your projects effectively in a shared resource environmentStephen Hightower
Stephen Hightower discusses how using checklists can help project managers deliver projects on time. Checklists provide a structured and repeatable process to manage complexity and ensure critical tasks are completed. Dr. Atul Gawande's book "The Checklist Manifesto" explains how checklists have been successfully used in industries like aviation and construction. Hightower argues that utilizing checklists in the first 30 days of a project is especially important for setting up success, as that initial period often determines the ultimate outcome of the project.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "What Is Appraisal?" and will give you an overview of effective appraisal and staff performance management.
1. The document discusses different approaches to project prioritization and their shortcomings, including "what I say goes", "oiling the squeaky wheel", and group voting.
2. It proposes a new dynamic approach involving stakeholders to identify issues and desired changes, logically triaging them, developing projects to address the issues in sequence, and communicating the process to gain support.
3. The key steps are to involve stakeholders, triage issues transparently, develop projects addressing the issues in a high-impact sequence, create business cases, adjust timing based on resources, and communicate the plan.
This document discusses various aspects of leadership including setting goals, providing vision, inspiring employees, training and coaching, learning, power and motivation. It emphasizes that effective leaders provide a clear vision and involve employees in setting realistic and attainable goals. Leaders must inspire employees and gain their trust by displaying energy and a positive attitude. Training, coaching, feedback and addressing barriers are important for developing employees. While power can force compliance, leadership influences others to willingly achieve goals. Motivation depends on needs and the perception that certain actions will help satisfy those needs.
In this file, you can ref useful information about annual performance appraisal report such as annual performance appraisal report methods, annual performance appraisal report tips, annual performance appraisal report forms, annual performance appraisal report phrases … If you need more assistant for annual performance appraisal report, please leave your comment at the end of file.
Agile is one of the most popular methodologies in project management and its practices are appreciated by many developers and managers all over the world. What are the key Agile practices that make the methodology famous and beloved?
To anticipate a possible reaction: the list below is definitely incomplete. Perhaps it may seem controversial. Here are only the best practices project managers need to be familiar with.
Successful project managers must do more than manage; they
must also lead the project. And if you want to lead effectively, your focus should be on your stakeholders. Here's a few thoughts on leading a project.
Seven Habits of a Highly Effective agile project managerGlen Alleman
Recent neurological studies indicate that the role of emotion in human cognition is essential; emotions are not a luxury. Instead, emotions play a critical role in rational decision–making, in perception, in human interaction, and in human intelligence. Habits are the intersection of knowledge, skill, and desire.
The document discusses matrix organizations and how to create a productive one. A matrix organization has employees report to both functional and project managers. Key points:
- Matrix organizations emerged in the 1960s aerospace industry and are well-suited for project-driven environments.
- There are different types like balanced, functional, and project matrices that determine how authority is shared.
- Creating clear roles, communication processes, training programs, and addressing challenges like department loyalty can make a matrix organization more productive.
- Scenarios and strategies are provided for a project manager meeting their first cross-matrix team with various issues. Focusing on goals, roles and building trust are emphasized.
Putting Value Back in Evaluations - Mary Bushingtlcook1029
This document discusses the importance of providing meaningful feedback and continuous evaluation and improvement in organizations. It argues that without feedback, performance declines over time. It then provides suggestions for how to structure evaluations, including focusing on core goals and mission, involving all staff, selecting specific initiatives to work on incrementally, and regularly recognizing both successes and areas for improvement. The key is to make the process engaging, focused on growth, and less rigid than traditional bureaucratic reviews.
The document discusses several key principles of management according to Henry Fayol. It outlines 14 principles that Fayol synthesized for effective organizational design and administration, including specialization of labor, authority and responsibility, discipline, unity of command, subordination of individual interests, and others. It provides details on each principle and why they are important for effective management.
The document discusses the art of delegating work to others. It defines delegation as assigning responsibility and decision-making authority to others. It outlines the benefits of delegation, such as allowing managers to achieve more and develop employees' skills. It also notes potential disadvantages like losing control. The document provides tips for effective delegation, such as clearly communicating expectations, establishing checkpoints, and providing resources and feedback.
Running Head Leadership Skills AnalysisSample.docxjeanettehully
Running Head: Leadership Skills Analysis
Sample Paper
Analyzing my Leadership Skills
In this analysis, I will state a few leadership skills that I consider attributes that I possess and often use while in a leadership roles. I will review times these skills have enabled my personal and team goals to be met and how they helped. I will also bring attention to my sub-par leadership skills that should be cultivated so my full leadership potential could be attained. I will also look at the negative effects of where my lacking of abilities thwarted my team from completing their tasks successfully.
Some of my most prolific leadership skills are my ability communicate with my team what needs to be done and what timeline we are anticipating. I try to be clear and concise when giving directions to a team. I try to break down tasking in to multiple smaller goals so they will be easier to understand and accomplish. I believe that this also will give the team multiple moments of fulfillment during the entire process. My mentors in the past have led me to believe that accomplishing small tasks will benefit them and allow them to experience the feeling of marking something off the list
I also tend to articulate my leadership styles in ways that fit well with my team members. This subject is spoken of in the class reading referring to the Path-Goal Leadership Theory (Path-Goal Leadership Theory, n.d.). If it is a technical subject and I know that some of my team members are not experienced in the subject matter, I relate the current task to other tasks that they have previously completed. The more that your team can relate to the subject matter the more prone they are to completing their assigned tasks.
I believe that corresponding with your team is of utmost importance. I try to use technology to my advantage to make the entire process easier. I prefer to talk face to face but if for some reason, I am not physically available during the day I will initiate a group text message or emails throughout the day. I have even made smaller Facebook groups for my teams to communicate through, send out meeting makers, or even group activities after working hours (Social Media for the New Social Leader, 2019). If for some reason, these avenues of communication are not accessible, I will have morning meetings to put out pertinent information.
I enjoy disseminating and receiving constructive criticism to and from my team. If they can give their thought on how to make a job easier the next time or even during the current evolution, I encourage them to speak up and let me know. If it were to be after the fact, we can get together as a team and discuss lessons learned. I feel that this is an important part, especially in during the debriefing process. Feedback is the only thing that will help you evolve as a leader and a team member.
There are things that I can improve on in order to evolve in to a better leader. It is important for a leader to know ...
Compilation of the common challenges which experts have faced in the real agile environment. Ebook originally published in https://www.knowledgetrain.co.uk/agile/agile-challenges
Liz Kong received an outstanding performance review for her work as a Specimen Processing Technician from January to December 2013. She exceeded productivity requirements, had no errors, and helped train other employees. Her manager praised her communication skills, problem solving abilities, and willingness to take on extra work. For 2014, Liz's development goal is to participate in team building activities to help improve her department.
1. PROCRASTINATION TIMER (WARNING INDICATOR)
Time spent on task
01:25:15
Start, Pause, Stop/
Reset buttons
00:30:05
Time spent
procrastinating
I am easily distracted especially when sitting at home on the computer. I often surf the web or start cleaning to
avoid doing work. Occasionally I give myself early reward breaks and leave the house in order to avoid doing
work. When working on the computer, an effective meter would be some sort of counter, flashing icon or timer
with an audio function that indicates how much I’ve strayed from the task at hand. For example, it could count the
number of web pages that I’ve clicked on that are irrelevant to the task. It would have to be quite obnoxious and
flashing in the corner so that I’m made aware of my actions. Or the meter could be a one minute timer that kicks
into action when I click on irrelevant links and it emits an annoying alarm bell when that minute is up and I’m still
surfing the web.
When I was doing my undergrad I used to use a time tracking app that I would manually start and stop to monitor
how much time I spent on each design. It helped me monitor whether I was working longer than needed, and to
gauge approximately how much I could charge per design task. I can’t remember the name of the app but
integrating that into the proposed meter would be beneficial so I could see how much time is spent working on
the task at hand, and how much time is spent procrastinating. If this were an app used in an office/group
environment, it would be great to compare results and use others’ productivity to inspire my own productivity.
APPRECIATION AND RECOGNITION METER
Full meter
The Appreciation and Recognition meter gives a visual indication of how much appreciation and recognition I am
delivering within a week or within a project’s time frame. The meter is reset either at the beginning of the week or
at the start of a new project. Each time I recognise the efforts of my team members and their contribution to the
organisation, whether that be through verbal praise or publicising their efforts through a newsletter or billboard
(etc), the triangle meter slowly fills with coloured bars. The meter will flash when it’s sitting on the first two bars,
similar to the flashing of a low-battery meter. This will draw attention to the meter and remind me to appreciate
and recognise the efforts of individuals and the team as a whole.
It’s important to appreciate and recognise the effort of my team members (as individuals and as a whole) so that
they know their contribution is important and appreciated. Positive feedback will encourage productivity and
boost group morale.
Empty meter
Wai-Jing Man Dashboard | 11 Dec 2013
2. PERSEVERANCE METER
To use the meter, the individual inputs project information and the date to be completed. The meter then tracks
time remaining against progress of the project.
Project 1
Completed
project
Project 2
Project in
progress
Each project starts at red and progresses through to green when completed within the given time frame. The
meter measures perseverance and ability to stay on schedule regardless of any obstacles or setbacks. Seeing
completed projects will increase my motivation to continue completing tasks. It’s also an organisational tool to
track various projects at once and act as a reminder of what needs to be done.
Project 3
Incomplete /
not yet started
Perseverance is an essential trait for a leader because an individual that achieves results and is productive is more
likely to gain dedicated followers that exhibit the same characteristics. Perseverance is not only the leader’s ability
to achieve goals but refers to their ability to overcome hurdles and alter project paths as needed.
Project 4
COURAGE METER
The Courage Meter is actually two meters that move in synchronised motion. As the fear meter increases or
decreases, the meter on the right measures how many goals I achieve so that I can see whether fear is impacting
my productivity or whether I possess the courage to overcome adversity. The ideal reading would be for the fear
meter to be medium-high and for the goals meter to be high.
Leaders must possess courage in order to take risks, try new innovative approaches and be able to embrace the
fear of the unknown. Leaders must exhibit courage so that their team will follow them, united by a strong vision
and a desire to achieve results.
Courage is needed not only for executing ideas, but also when seeking assistance from others. A leader requires
courage in order to recognise their own weaknesses and be able to reach out for suitable collaborators or
mentors.
Fear Meter
Goals Achieved
Wai-Jing Man Dashboard | 11 Dec 2013
3. TRUST METER
Numerical scale
Trust is needed because leaders need to trust themselves as well as their followers. It is essential that leaders give
their team members a voice and take onboard their feedback and suggestions. If you cannot trust others then
how can you expect your followers to reciprocate trust towards you? Valuing the contribution of others involves
trusting their judgement.
The meter will measure how often a leader allows their team to pursue their own ideas or take charge of the
organisation’s projects. This can also involve giving a team member access to the organisation’s resources so they
can complete personal projects (which may potentially complement the team’s projects or improve their
productivity and contribution to the organisation). The meter will provide a numerical measurement of how
many personal projects the leader allows or how many suggestions/alternatives the leader takes onboard within
a weekly time frame. The meter will change from red to yellow as more trust is given to the team.
Wai-Jing Man Dashboard | 11 Dec 2013
4. SCENARIO 1
SCENARIO 2
SCENARIO 3
I have an important project that I have not yet started
but the deadline is looming and I’m stumped for
ideas. I am spending a lot of time procrastinating and
stuck in a creative block. I listen to the suggestion of
a fellow team member and pursue their idea which
ends up being a successful solution. I ensure that the
individual is recognised for their efforts and gain the
appreciation they deserve.
A lot of projects need to be completed within the
same time frame. I know that one of the projects will
not be completed by the given deadline and the
team will therefore experience a fair amount of
backlash from the stakeholders. I discuss the
situation with the stakeholders and ensure that the
team are not penalised, and discuss extending the
deadline due to current circumstances.
One of my team members is incredibly proactive and
enthusiastic but recently has lost all motivation and
morale has dropped dramatically. They never attend
meetings on time and have stopped contributing
quality work and ideas.
(The procrastination timer is flashing; the
perseverance meter is low; the fear meter is high
whilst the goals meter is low; the trust meter is high;
the appreciation and recognition meter is high)
(The procrastination timer is low; the perseverance
meter is high; the appreciation/recognition meter is
medium-high; the fear meter is high whilst the goals
meter is medium-high; the trust meter is
medium-high)
01:00:15
Project 1
10:15:15
Project 2
00:30:05
Project 3
Project 4
Project 1
Project 2
00:30:05
Project 3
Project 4
I decide to approach them to discuss any personal
problems or events that may have caused this
change in behaviour. They express their desire to be
more involved in a different department and their
desire to drop back to part-time work in order to
have free time for their own personal projects. I agree
that a part-time workload will increase their
happiness and I give them access to the
organisation's resources and networks for their
personal endeavours.
(The procrastination timer is low; the perseverance
meter is high; the appreciation/recognition meter is
high; the fear meter is medium-high whilst the goals
meter is high; the trust meter is high)
10:15:15
Project 1
Project 2
00:30:05
Project 3
Project 4
Wai-Jing Man Dashboard | 11 Dec 2013