Individual performace is irrelevant
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The way we assess, evaluate and optimise individual performance is no longer relevant in the modern workplace. The performance of an individual is much less important than you think it is.
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"Gold Medal Me" - Olympic Tips to Be the Best You Can Be
Increased complexity and rapid technological change require us to collaborate better. Collaboration is done in teams but team work is an individual skill.
Those skills are a must-have in our complex world where responsibility, resilience and rapid learning are everything. In this highly personal talk former Olympian Sandy Mamoli dives deeply into the Olympic mindset and contrasts the perspectives and attitudes of professional sports with modern work life. She demonstrates guidelines and tools from the sports arena that we all can immediately apply.
I share my insights that unlock the secrets behind becoming a future-fit employee and leader and describes skills that will make you a successful and appreciated member of any team and organisation. From critical feedback skills to learning from failure and high-performance teams, come along and learn practical ways for how to apply ideas from Olympic sports to your professional career!
How I Tried holacracy and Lived to Tell the Tale
This is the story of introducing holacracy at a New Zealand tech company, whose CTO gave Sandy a one-line instruction: “I’d like you to make it happen.”
Come along and learn from Sandy Mamoli’s successes and failures in her team’s quest to create a truly self-organising organisation. Learn what worked and what didn’t, and find out how the team resolved the question of whether they had joined a cult or actually improved their business.
Decentralising Leadership - Holacracy for Humans
In her session ‘Decentralising leadership: a story of Holacracy in practice’ Sandy will share her story of implementing Holacracy at a New Zealand tech company, whose CTO gave her a one-line instruction: “I’d like you to make it happen.”
Formando Times Memoráveis - Como a auto-seleção proporciona excelência
Aqui está uma ideia radical: confie que as pessoas saibam melhor e deixe-os decidir qual equipe eles devem trabalhar. Deixe que eles mesmos escolham!
A auto-seleção é a maneira mais simples, mais rápida e eficiente para formar equipes estáveis, baseada na crença de que as pessoas ficam mais feliz e mais produtivas se elas podem escolher o que elas querem trabalhar e com quem trabalham.
Vou compartilhar nossos aprendizados e experiências de mais de dois anos de execução de processos de auto-seleção em grandes organizações. Irei mostrar um processo possível de ser reproduzido para saber como criar equipas eficientes em organizações em crescimento e irei responder a perguntas como "Por que que eu faria isso? " e "Como posso convencer a gerência?".
Creating Great Teams - How Self-Selection Lets People Excel
Here’s a radical idea: Trust people to know best and let them decide which team they should work in. Let them Self-Select!
Self-selection is the simplest, fastest and most efficient way to form stable teams, based on the belief that people are at their happiest and most productive if they can choose what they work on and who they work with.
In October 2013, Trade Me, New Zealand’s largest eCommerce provider ran the biggest Self-Selection event in the world since WWII, using a process which has since been repeated many times in multiple locations across the world.
In this presentation I will share my learnings and experiences from more than four years of running Self-Selection processes in large organisations. I will show you a repeatable process for how to establish efficient teams in growing organisations and will answer questions such as “Why would I do that”? and “How can I convince management?”.
The Self Selecting Organisation - Total Squadification at Trade Me
Inspired by Spotify's squads and Atlassian's Fedex day we let 90 people choose what they wanted to work on and who they wanted to work with. Through telling the story of Trade Me, New Zealand's biggest ecommerce platform, we will demonstrate how good leadership can inspire and empower people using a scalable self-selection process along with a vision for an exciting picture of the future.
Flying in the face of conventional wisdom and traditional management practices a middle manager and an Agile coach didn't ask for permission, and removed significant obstacles and constraints to successfully form 18 self-chosen, fully skilled squads. In this session we will show how we facilitated self-organisation on a scale we don't believe has been done before, what we had to go through to convince people that this was a good idea, how we learned how to visualise the process and dealt with brilliant people as well as a few difficult ones!
We will describe how we had the exciting opportunity to observe and partake in a social experiment where people made decisions on the fly and stayed true to our values of being trusted, straight up and to grow great people.
All Agile teams self-organise but we took the principles to a whole other level and created the self-organising organisation.
Portfolio Kanban - Seeing the Big Picture
This document discusses the implementation of Portfolio Kanban at Trade Me to improve project workflow and management. It describes how they visualized their workflow, limited work in progress, established prioritization and policies, and linked the Portfolio Kanban system to project squads. This resulted in fewer projects in progress and improved ability to work on the highest priority projects. The document advocates the six steps of Portfolio Kanban and shares Trade Me's experience in implementing the framework.
The evils of multi-tasking and how personal Kanban can help you
This document discusses the evils of multi-tasking and how personal Kanban can help. It describes multi-tasking exercises that show how multi-tasking slows people down. It discusses how organizational multi-tasking leads to people working on 3-5 projects at once. Personal Kanban is presented as an alternative, with rules like visualizing workflow, limiting work in progress, and only allowing the task owner to add tasks. Benefits of Personal Kanban include improved flow, focus on achievement over activity, timeboxing, and better work-life balance.
Flexing your Agile Muscle - Agile Technical Concepts Explained
Continuous integration, acceptance test driven development (ATDD), specification by example and continuous deployment: The list of have-to-know concepts is growing and you have this nagging feeling that you should really get started so you won’t miss out on the fun.
Learn what basic Agile technical concepts mean, understand how you can benefit from using them and get ideas for how you might get started. Also, you will be able to explain to your boss or project manager why Agile technical concepts are well worth the investment.
This session will keep things on a strictly conceptual level - so whether you’re a developer or an interested manager please come along.
Scrum101
This document provides an overview of Scrum and being Agile. It discusses why Agile is used, the ingredients of Scrum including iterative development, working software and self-organizing cross-functional teams. It then describes the roles in Scrum including the Product Owner, Scrum Master and Team. The document outlines the product backlog, sprint planning, daily standups and retrospectives that are part of the Scrum process.
User Stories: Stories for Grown-Ups
Douglas Talbot & Sandy Mamoli
One of the most fundamental problems facing a project is how you decide on, document, and manage your requirements.
Obviously Agile software development promotes handling this very differently than a Waterfall approach. One mechanism used by Agile projects to track requirements is the "User Story" - but what are they, how are they created, who uses them, when and how, within the development cycle?
User experience vs. agile development
This document discusses challenges with integrating user experience design into agile development processes. It describes three attempted models and their shortcomings: 1) Fully agile resulted in piecemeal, inconsistent design. 2) Upfront design was difficult to change and designs went out of date. 3) Post-skinning led to drift from design intent and unnecessary refactoring. It advocates for a "Sprint 0" to define fundamentals before subsequent sprints to balance agile practices with holistic design.
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"Gold Medal Me" - Olympic Tips to Be the Best You Can Be
"Gold Medal Me" - Olympic Tips to Be the Best You Can Be
Formando Times Memoráveis - Como a auto-seleção proporciona excelência
Formando Times Memoráveis - Como a auto-seleção proporciona excelência
Creating Great Teams - How Self-Selection Lets People Excel
Creating Great Teams - How Self-Selection Lets People Excel
The Self Selecting Organisation - Total Squadification at Trade Me
The Self Selecting Organisation - Total Squadification at Trade Me
The evils of multi-tasking and how personal Kanban can help you
The evils of multi-tasking and how personal Kanban can help you
Flexing your Agile Muscle - Agile Technical Concepts Explained
Flexing your Agile Muscle - Agile Technical Concepts Explained
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
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8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Individual performace is irrelevant
- 1. Keep moving ahead nomad8.com Individual Performance is Irrelevant
- 6. We are obsessed with individual performance
- 7. Keep moving ahead nomad8.com Title Text
- 8. Keep moving ahead nomad8.com “The problem is we treat people like individual athletes in a team sport”
- 9. Keep moving ahead nomad8.com How we we even measure that?
- 13. @smamol nomad8.com Focus on team weaknesses
- 15. Keep moving ahead nomad8.com Title Text How do we measure?
- 17. Keep moving ahead nomad8.com The way we measure, assess, evaluate and improve performance is no longer relevant in the modern workplace
- 19. I realised I had a problem
- 20. Keep moving ahead nomad8.com Compare != compete!
- 21. Keep moving ahead nomad8.com Go and see!
- 22. 22 Strengths and Weaknesses – Team Quadrant Confidence to execute Currently demonstrating Planning Design Programming Testing Communication Problem Solving Teamwork Hubris Low self-esteem
- 23. 23 Strengths and Weaknesses – Team Quadrant Confidence to execute Currently demonstrating Planning Design Programming Testing Communication Problem Solving Teamwork
- 24. Keep moving ahead nomad8.com Develop people!
- 25. Keep moving ahead nomad8.com Weaknesses are not “opportunities for improvement”
- 26. Keep moving ahead nomad8.com What we need to do …
- 27. Keep moving ahead nomad8.com 1. Define and enforce a base level threshold
- 28. Keep moving ahead nomad8.com 2. Teach people how to work in teams: Don’t accept individual athletes!
- 29. 3. Compare and develop teams
- 30. Keep moving ahead nomad8.com Download slides: http://bit.ly/nomad8- teamperformance_jimmy_j immy sandy@nomad8.com www.nomad8.com @smamol