How Congress Is Like My Company
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1. Large organizations, including Congress and companies, often create artificial deadlines and crises to impress others rather than focusing on the actual work. 2. Ego and posturing take precedence over getting work done on time. Leaders interrupt others and delay projects to brag about changes. 3. Only at the last minute do people actually focus on completing projects, despite being far behind schedule due to a lack of earlier urgency and approvals from leadership.
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The.
10 Tips for Successful Board Meetings
The document provides 10 tips for successful board meetings. Tip 1 advises creating a timely and balanced agenda that looks beyond just copying the previous meeting's agenda. Tip 2 recommends using a consent agenda but not abusing it by allowing members to pull items for discussion. Tip 3 stresses the importance of preparation, especially from the chair and secretary, to ensure members are ready. The tips continue advising on executive committees, taking meeting records, engaging at-large members, thinking toward the future, making personal connections, limiting social events, and maintaining perspective during disagreements. In conclusion, the document emphasizes that engagement of members is key to strong and successful board meetings.
The Hard Work Paradox: Start Your Career Smarter
How do you stand out from the crowd when you're surrounded by smart, hard-working people? Stop trying to outwork everyone and start focusing on what you can do today to create momentum in your career..
10 Ways to Suck at Social Media
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#10suck #SMW
5© American Management Association. All rights reserved. 7.docx
5
© American Management Association. All rights reserved. 79
Delivering Coaching Feedback
Learning Objectives
By the end of this chapter, you should be
able to:
• Describe the purpose and characteristics
of effective feedback.
• Construct and deliver good feedback
messages.
• Deliver difficult feedback.
• Deliver just-in-time feedback.
• Lead a peer feedback meeting.
The legendary Ted Williams of the Boston Red Sox had a goal of being the
greatest hitter who ever lived. But what most people don’t realize is the extent
to which Williams sought feedback. Ted knew that no matter how much tal-
ent a person has, we don’t see ourselves as others see us. Feedback provides
that fresh, objective lens. A coach steps back and watches how the coachee
performs; his or her feedback enables us take our performance to a new level.
But feedback is only helpful if it is effective. So it is imperative that you set
the stage with the coachee. The first step is getting ready to give feedback.
GETTING READY TO GIVE FEEDBACK
Even in the best of situations, feedback is an emotional moment. How do you
get ready to give feedback? What do you need to do to set up the feedback
session for success? Let’s look at six essential things.
First, gather your thoughts. Don’t rush into a feedback situation and
speak before you think about what you want to say. Ask yourself:
“Why am I delivering this feedback?”
“What do I want to say?”
“What impact do I want to have as result of this feedback?”
I shared these guidelines in a training session a few years ago. One of the
individuals in the workshop challenged, “But what if you don’t have time to
gather your thoughts—suppose you’ve got to give it on the spot?” “Good
question,” I responded, “But preparation doesn’t have to take hours. What
you want to avoid is blurting out something you will regret, or that will incite
a situation.” Gathering your thoughts means taking at least a minute or two
to think before you speak.
Second, wait until you can talk in person. One of my colleagues said, “I
remember one of my worst feedback experiences. I admit the project was in
trouble, in part because I was a new project manager, but feedback by e-mail?
I couldn’t believe my manager did that! To me, it was disrespectful—it was a
waste of time because I was so upset.” Face-to-face feedback communicates
to the coachee, “This is so important I am making sure I deliver it in person.”
Third, make sure you’re in a position to give the feedback in a private
place. This was once taken for granted. But today, with so many companies
using open office spaces, there is a temptation to talk in an open cubicle
where others can overhear the conversation. Privacy helps ensure the indi-
vidual can focus on what you’re saying, not on who else might be listening.
Like coaching sessions, both you and the coachee need to give full attention
to the feedback discussion. That can’t happen in a public setting. When
you’re in a public place, all the coache.
Ways To Keep Employees Productive & Inspired For A Startup / New Project
Whenever you are involved in a #startup or take up a new project, you are faced with many perils from the start.
In a startup there is much more at stake as getting all the work done on time and within the budget is critical.
All this comes down to the productivity & effectiveness of your team and this is of paramount importance.
The success of the startup / new project all depends on you as a leader; as how you keep your employees / team productive and inspired all along.
How to make team collaboration suck less!
Working with people can sometimes suck. You know how it goes, you have to get a team together, you hold countless (or pointless) meetings, nobody knows what the tasks are and who was supposed to do what, nobody can find the right documents or the right version and nobody can access any of the tools to share documents when you need them. This is usually the point where you just throw your hands up and scream, “FORGET IT, I WILL JUST DO IT MYSELF!”
But for most things, you can’t do it all by yourself. You need to collaborate with other members of your team, or other teams in the company or maybe even people outside your organization. Tools have always helped us make things suck less. The airplane made it suck less to get across the ocean, calculators made it suck less to do complex mathematical calculations and now the Cloud and Collaboration tools are making it suck less to work on projects and stay connected as teams.
How to Get Your Team on the Same Page
When teams struggle to agree on how to implement a business solution, these efforts are destined for failure. Facilitate discussions to gain agreement about where you are headed and alignment around how to get there.
Bring your best to any business situation,
Hilary Potts
For more Leadership Strategies: www.hilarypott.com
Author of Change Up: How Top Executives Lead Change and Deliver Results and
The Executive Transition Playbook can be found on amazon. https://www.amazon.com/Hilary-Potts/e/B015CY5ZKI/
Twitter: https://twitter.com/Hilary_Potts
Facebook: https://facebook.com/hapgroup1
LinkedIn: www.linkedin.com/in/hilarypotts
Agile Coach Retreat @ Seedbox in Montreal - Sept. 7, 2013
On September 7th, 2013, Seedbox Technologies hosted the very first First Agile Coach Retreat event in North America!
For this event, we invited members of the Montreal Agile community to join us in our offices, with special guest Oana Juncu, Agile coach from Paris, France.
The Coach Retreat is a one-day workshop to experience several coaching techniques. During this Coach Retreat the participants practiced and observed different coaching postures and techniques to solve a given set of situations (as the "game of life" is the popular exercise for Code Retreats). Each coaching session took place under a Coaching DoJo format. Sequencing the coaching dojos under a code retreat format gives a "natural" mix of words: Coach Retreat = Code Retreat + Coaching Dojo.
A sense of urgency
This document discusses creating a sense of urgency in organizations. It provides 4 tactics to increase true urgency:
1. Bring outside perspectives in by listening to customers, sharing relevant external data, and exposing people to troubling realities without overwhelming them.
2. Demonstrate urgency in daily actions by responding quickly, constantly emphasizing opportunities and competition, and holding urgent yet patient meetings.
3. View crises as potential opportunities rather than just problems by proactively seeking improvements rather than passively waiting for crises.
4. Address "No Nos" - people skilled at killing urgency - by circumventing or converting them if possible rather than allowing them to undermine efforts.
A sense of urgency
This document discusses creating a sense of urgency in organizations. It provides 4 tactics to increase true urgency:
1. Bring outside perspectives in by listening to customers and sharing relevant external data and information. This addresses complacency that comes from only looking internally.
2. Demonstrate urgency in daily actions by responding quickly to issues and setting aggressive timelines. An example is a manager who promises fast turnaround and asks direct reports what they will accomplish each week.
3. View crises as opportunities by thinking how problems can drive better performance rather than just reacting. But avoid creating artificial crises.
4. Address "urgency killers" - people who avoid crises and block urgent actions. Lead with
Why do some projects succeed and others fail
This document discusses reasons why some projects succeed while others fail and provides recommendations to help ensure project success. It recommends that to successfully complete a project, one should set a timeline with realistic deadlines, get all team members on the same page by clarifying expectations and responsibilities, hold weekly meetings to check progress and keep people accountable, make key players available to respond promptly, and promote transparency by keeping all members informed.
Negotiation in Information Technology Business
The document summarizes a negotiation skills training session conducted by Hasit Seth. It includes an introduction and biography of the trainer, an agenda for the day's topics which include negotiation basics and demonstrations of negotiation scenarios. It also includes details of sample negotiation cases used in the training for demonstration purposes.
Boostrapping a company to 1 million in revenue - Denver Startup Week Presentatio
Jeff Gladnick bootstrapped a Hybrid SaaS/Agency company, Great Dental Websites with no outside investment and grew annual revenue to $1MM/yr. He'll share the great decisions he made as well as the terrible ones, the software stack he used and the strategy to acquire the first 200 customers without spending a single dollar on marketing.
Simple Tips for First Time Managers
Stepping into the role of manager for the first time has a unique set of challenges. Learn how to manage yourself as well as how to manage others. Slides taken from a class taught by Janet Aronica of Localytics. Learn more from the experts by visiting Intelligent.ly
Assessment report
The document is an assessment report from Koen Wielandt, a project sponsor at Leatty, a property developer in China. Leatty's current project is two months delayed and 16% over budget. Wielandt recommends that Leatty 1) have departments visit the building site and each other more to improve communication and coordination, 2) promote a positive work culture to boost morale, and 3) improve preparation, such as considering weather and vetting subcontractors, to avoid future delays and budget overruns. Implementing these recommendations could help reduce issues in later stages of construction.
Case summary of bbb
The document discusses a case study of BBB Industries, a manufacturing company that hired a new manager to implement a new financial system. The manager sent a Request for Proposal to several companies and chose one bid but was forced by the chairman of another company, MMM, to select their company FCC instead. The project failed because FCC could not deliver the system on time as outlined in their contract. The document then analyzes how using Theory W project management principles could have prevented these issues, ensuring all parties were satisfied through proper planning, reviews, and status monitoring.
Similar to How Congress Is Like My Company (20)
Only in fairytales are emperors told they are naked
Only in fairytales are emperors told they are naked
7 Step Roadmap to Successful Project Management.pdf
7 Step Roadmap to Successful Project Management.pdf
Informational Memo 1 DATE December 6, 2009 TO Mr. .docx
Informational Memo 1 DATE December 6, 2009 TO Mr. .docx
5© American Management Association. All rights reserved. 7.docx
5© American Management Association. All rights reserved. 7.docx
Ways To Keep Employees Productive & Inspired For A Startup / New Project
Ways To Keep Employees Productive & Inspired For A Startup / New Project
Agile Coach Retreat @ Seedbox in Montreal - Sept. 7, 2013
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Boostrapping a company to 1 million in revenue - Denver Startup Week Presentatio
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Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
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How Congress Is Like My Company
- 1. How Congress Is Like My Company By MeetingBoy
- 2. How Congress Is Like My Company Some people like to say that private companies function better than government, but this latest display only points out how any large organization of humans will find ways to suck. Let’s review:
- 3. 1. A lot of bold talk by leaders creates a crisis and a deadline that otherwise didn’t exist. How many times has your boss created an artificial deadline to impress someone?
- 4. 2. Macho posturing takes precedence over trying to get something done. How many times does your boss interrupt your work or make you postpone something so you can go to a meeting where he brags about how “things will be different”?
- 5. 3. Only in the last hours do people finally start to focus. While the project remains weeks away, there is no urgency from the boss to approve anything, even though the timeline says he’s already days behind and holding things up.
- 6. 4. Some leaders get worried it won’t be finished on time, so they begin efforts to shift the blame on others EVEN THOUGH IT HASN’T YET FAILED. Managing blame takes precedence over managing the project.
- 7. 5. As it is nearly done, people shift their focus towards efforts to take the credit, even though it is not yet done and could still fail. If another manager will get the credit, why bother finishing?
- 8. 6. Finally it’s done and everyone hates it, but it gets pushed out anyway because not to would be admitting failure. It’s so big it requires compromise and committees, so now it has the worst of everything.
- 9. 7. Everyone promises to learn their lesson but nobody does. The day after the project ships, everyone meets to discuss what went wrong and how to avoid it.
- 10. 8. People continue to plot their next move to gin up a new crisis to make them look good and their rivals look bad, because the company’s interests don’t matter as much as their own.
- 11. 9. Boehner used PowerPoint to get his caucus to accept his plan.
- 12. Adapted from a post at MeetingBoy.com. Read the rest . Follow him at MeetingBoy.com This has been a MeetingBoy presentation.