Presented at TestBash 2018 San Francisco
You're a leader even if you don't think you are. Everyone is. But not everyone realizes it. Like Dorothy stuck in Oz, you have had your red shoes with you all along.
In this talk, we'll look at what leadership is and isn't, why influence is much more important than authority, and how to wield and grow your influence to have a positive impact on your organization.
Along the way, you'll learn how to leverage a set of underlying core principles such as:
- Don't Be Nice, Be Kind;
- Shave the Right Yak;
- To Fix a Problem, First Make it Visible;
- Fear is a Lousy Compass;
- To Increase the Intelligence of an Organization, Increase the Connections Within It;
- Positive Feedback Is More Powerful Than Criticism;
- and Shifting a Boundary a Few Inches Can Drastically Change an Outcome.
Oh, yes, and of course there will be stories. So. Many. Stories.
Van "social media buzzword bingo" naar inhoudStephan Lam
Veel merken op social media hebben iets weg van cabaretiers, die vooral heel gevat uit de hoek willen komen. Het gaat vooral om de snelste en beste grap, de leukste inhaker of het geinigste onderonsje. Influencers kopen we in en we sturen mails vanuit fictieve personen. Laten we eerlijk zijn, onze social mediakanalen zijn vooral plekken geworden waar we aan het zenden zijn. Het is voornamelijk ‘media’ en maar weinig ‘social’.
Authenticiteit, inhakers, influencers, onderonsjes. De buzzwords vliegen je om de oren. Maar we kunnen terug naar de inhoud, door de klant centraal te stellen en de kracht van de medewerkers in te zetten. Waar ‘media’ voornamelijk bij de marketing afdeling ligt, moet het ‘social’-element breder uit de organisatie komen. Dat gaat vaak verder dan online en de grote uitdaging is dit te borgen in de organisatie. In mijn sessie neem ik je graag mee in de aanpak van Microsoft Nederland om dit te bereiken, aan de hand van -goed, nog één buzzword – mijn visie op thought leadership.
ProductCamp Boston is the world's largest and most exciting
crowd-sourced one-day event for product people. It's
organized by and for product managers, product marketers and
entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product
management and product marketing, product discovery,
product development & design, go-to-market, product strategy
and lifecycle management, and product management 101,
startups, and career development.
www.ProductCampBoston.org
Overview of Slide Program:
A crisis can strike at any time. Some professionals may think, “our bridge could never collapse,” or “we could never be accused of code violations by a client.” But more often than not, that frame of mind creates a whole new set of problems beyond the crisis itself. Just ask BP. Or the engineers who worked on the new Modern Wing at the Art Institute of Chicago, who are being sued by the museum, alleging faulty engineering and flawed craftsmanship.
Van "social media buzzword bingo" naar inhoudStephan Lam
Veel merken op social media hebben iets weg van cabaretiers, die vooral heel gevat uit de hoek willen komen. Het gaat vooral om de snelste en beste grap, de leukste inhaker of het geinigste onderonsje. Influencers kopen we in en we sturen mails vanuit fictieve personen. Laten we eerlijk zijn, onze social mediakanalen zijn vooral plekken geworden waar we aan het zenden zijn. Het is voornamelijk ‘media’ en maar weinig ‘social’.
Authenticiteit, inhakers, influencers, onderonsjes. De buzzwords vliegen je om de oren. Maar we kunnen terug naar de inhoud, door de klant centraal te stellen en de kracht van de medewerkers in te zetten. Waar ‘media’ voornamelijk bij de marketing afdeling ligt, moet het ‘social’-element breder uit de organisatie komen. Dat gaat vaak verder dan online en de grote uitdaging is dit te borgen in de organisatie. In mijn sessie neem ik je graag mee in de aanpak van Microsoft Nederland om dit te bereiken, aan de hand van -goed, nog één buzzword – mijn visie op thought leadership.
ProductCamp Boston is the world's largest and most exciting
crowd-sourced one-day event for product people. It's
organized by and for product managers, product marketers and
entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product
management and product marketing, product discovery,
product development & design, go-to-market, product strategy
and lifecycle management, and product management 101,
startups, and career development.
www.ProductCampBoston.org
Overview of Slide Program:
A crisis can strike at any time. Some professionals may think, “our bridge could never collapse,” or “we could never be accused of code violations by a client.” But more often than not, that frame of mind creates a whole new set of problems beyond the crisis itself. Just ask BP. Or the engineers who worked on the new Modern Wing at the Art Institute of Chicago, who are being sued by the museum, alleging faulty engineering and flawed craftsmanship.
Jay Baer recently unveiled his new framework, Talk Triggers: Content that Creates Word-of-Mouth, and he has done exactly that – sparked incredible discussions among marketers everywhere on how to turn customers into volunteer marketers. Word-of-mouth is the most efficient and effective marketing tactic available, and content can (and should!) be the catalyst for those conversations.
What if you could turn virtually every cold call into a “warm call”? Sales Nirvana? It is very possible today with a shift in strategy and through the adoption of new tools and technology.
The blend of a traditional networking philosophy and technology integration can transform the opportunity to develop higher levels of awareness around your solution, increase quality lead generation and elevate evangelism from your brand ambassadors. Social Selling is all about being expertly informed and demonstrating value early in the sales cycle to achieve a competitive advantage. While you cannot automate relationships you can increase quality introductions and accelerate knowledge transfer by leveraging a Social Selling strategy.
How Does Organisational Change Really Happen? #influencers Albion
70% of change initiatives fail, most due to employee resistance. Our research with Ashridge Business School points to a unique and under-used group of people - Influencers - who drive change in a different way.
Linda Durnell (Fielding Graduate University): Visceral VR: How VR is Impactin...AugmentedWorldExpo
A talk from the Virtual World Society Track at AWE USA 2017 - the largest conference for AR+VR in Santa Clara, California May 31- June 2, 2017.
Linda Durnell (Fielding Graduate University): Visceral VR: How VR is Impacting Social Change
A profound shift which is both nuanced and complex is underway amidst the morphing technology landscape and there is an opportunity to create a better future through immersive tools. VR can be used as a tool to develop new ways of seeing ourselves and the world a tool to create a visceral experience and bring change to people or conditions that are in need. VR and social advocacy are a 'perfect storm' to help move people, corporations and ideas toward a new set of values, beliefs or attitudes and ultimately action.
http://AugmentedWorldExpo.com
Produced by Multifamily Insiders: http://www.multifamilyinsiders.com
Every single apartment community has experienced a negative review on ApartmentRatings.com, on Yelp, or even on their own Fan Page. This webinar explains how to properly react to negative posts to diffuse the situation, show prospects you care about your residents, and to use that feedback to improve your business.
Chapter 10:
Managing Conflict
Introduction
Workplace conflicts are often not productive
Take time away from one’s job
Take time away from providing customer service
Strained emotion often lingers
Conflict can lead to innovation and creativity
Conflict must be managed – not ignored
Conflict Defined
An expressed struggle between at least two interdependent parties, who perceive incompatible goals, scarce rewards or resources or expectations that are not being met, and interference from the other party or parties in achieving their goals
Conflict vs. Difference of Opinion
Interdependent parties
Incompatible goals
Interference
If we perceive something, we will often act as if it is true
Managing Conflict
Dimensions of Conflict
History: experiences with the party or other conflicts
Source: can be the other person or something less personal
Perceptions: assumptions and prejudices often make us think something is true even if it is not
Emotions: controlling emotions in a positive manner can lead to positive conflict resolution
Behavior: good, controlled behavior can move us toward positive results
Effective vs. Dysfunctional Responses
Differentiation: “Parties raise the conflict issues and spend sufficient time and energy clarifying positions, pursuing the reasons behind those positions, and acknowledging their differences stage determines differences” (Stutman, 2009, p. 14)
Opportunities to develop understanding during this stage
Case Study: Zest Manufacturing Wars
A small group of managers met for their weekly meeting, and conflict arose
Two managers were at odds because both failed to ask for rationale and allowed their emotions to flare
A third manager facilitated a conversation to help both parties see how to resolve the conflict
Perception was key; both managers perceived that the other was questioning their ability to do their job
Have their been times when emotion influenced your perception of something? Did it help or hurt?
Conflict Within the Organization
Personality conflicts: arise out of differences in the collection of qualities that make people who they are but that also don’t meet our expectations
Role confusion: lack of clarity over expectations of our position or fulfilling our job duties
Intragroup conflict: conflict within a group
Intergroup conflict: conflict between two or more groups
Intraorganizational conflict: conflict within an organization
Critical Thinking Questions - Conflict
Why does conflict often escalate so quickly?
In today’s modern society, what other potential sources of conflict within organization can you think of?
Styles of Dealing with Conflict
Avoiding
Those who prefer avoidance recognize a conflict exists, but tend to want to withdraw from, ignore, or suppress it
Low concern for satisfying concerns of themselves or others
Can be useful when issues are trivial, there is no chance of satisfying your concerns, or disruption outweighs benefits of resolution
Competing
Individuals wh.
Influential and Authentic Communication Workshop (2.5 hrs)Marlies van Dijk
This 2.5 hour workshop was designed for the Saskatchewan Medical Association Board members on Influential and Authentic Communication. It contains a number of exercises and links to resources.
Here’s the thing about data: it’s sticky, often rigid, and rarely feels agile. Yes, there are patterns that help increase the agility of data. Ruby on Rails, for example, has data migrations that not just allow but actively encourage incremental schema design. However all too often we hear about relational databases becoming a defacto API between subsystems, and thus resistant to change. It’s not just relational databases. Even supposedly unstructured data stored as key value pairs can be difficult to change if every piece of code that uses the data has duplicated logic to manage the semantic meaning of the data. Further, in-database logic such as rules, stored procedures, or user defined functions can be remarkably difficult to unit test. Finally, there are the often strict data governance requirements that necessitate keeping tight authorization control. Application developers have a wealth of tools and practices available to support incremental delivery. System administrators have DevOps tools and practices to support repeatable, automated operations. Where are the equivalents for data-centric work? Bringing agility to your data strategy may feel like an impossible goal, but it is possible. In this talk we consider the various ways in which data can impede agility, and how to make data strategies more agile-friendly.
Presented at Flowcon SF on Nov 1, 2013
Nothing interrupts the continuous flow of value like bad surprises that require immediate attention: major defects; service outages; support escalations; or even scrapping just-completed capabilities that don't actually meet business needs.
You already know that the sooner you can discover a problem, the sooner and more smoothly you can remedy it. Agile practices involve testing early and often. However feedback comes in many forms, only some of which are traditionally considered testing. Continuous integration, acceptance testing with users, even cohort analysis to validate business hypotheses are all examples of feedback cycles.
This talk examines the many forms of feedback, the questions each can answer, and the risks each can mitigate. We'll take a fresh look at the churn and disruption created by having high feedback latency, when the time between taking an action and discovering its effect is too long. We'll also consider how addressing "bugs" that may not be detracting from the actual business value can distract us from addressing real risks. Along the way we'll consider fundamental principles that you can apply immediately to keep your feedback cycles healthy and happy.
Traditional approaches to quality and risk management involve quality gates, change control boards, feature freeze and code freeze milestones, and independent QA or Test groups. These approaches stabilize quality at by sacrificing agility.
Yet buggy fragile code is even more dangerous for Agile teams where so much is changing so often. Quality and risk management are critically important for agility.
This leads to the inevitable question: if the traditional approaches to quality and risk management don't work in an Agile context, what does?
Practices vary across organizations, but all successful teams emphasize the same underlying principles of fast feedback, high visibility, collaboration, and alignment. This talk examines various approaches Agile teams have taken to increase quality, mitigate risk, and ultimately ensure they are delivering the highest possible value for their stakeholders.
Jay Baer recently unveiled his new framework, Talk Triggers: Content that Creates Word-of-Mouth, and he has done exactly that – sparked incredible discussions among marketers everywhere on how to turn customers into volunteer marketers. Word-of-mouth is the most efficient and effective marketing tactic available, and content can (and should!) be the catalyst for those conversations.
What if you could turn virtually every cold call into a “warm call”? Sales Nirvana? It is very possible today with a shift in strategy and through the adoption of new tools and technology.
The blend of a traditional networking philosophy and technology integration can transform the opportunity to develop higher levels of awareness around your solution, increase quality lead generation and elevate evangelism from your brand ambassadors. Social Selling is all about being expertly informed and demonstrating value early in the sales cycle to achieve a competitive advantage. While you cannot automate relationships you can increase quality introductions and accelerate knowledge transfer by leveraging a Social Selling strategy.
How Does Organisational Change Really Happen? #influencers Albion
70% of change initiatives fail, most due to employee resistance. Our research with Ashridge Business School points to a unique and under-used group of people - Influencers - who drive change in a different way.
Linda Durnell (Fielding Graduate University): Visceral VR: How VR is Impactin...AugmentedWorldExpo
A talk from the Virtual World Society Track at AWE USA 2017 - the largest conference for AR+VR in Santa Clara, California May 31- June 2, 2017.
Linda Durnell (Fielding Graduate University): Visceral VR: How VR is Impacting Social Change
A profound shift which is both nuanced and complex is underway amidst the morphing technology landscape and there is an opportunity to create a better future through immersive tools. VR can be used as a tool to develop new ways of seeing ourselves and the world a tool to create a visceral experience and bring change to people or conditions that are in need. VR and social advocacy are a 'perfect storm' to help move people, corporations and ideas toward a new set of values, beliefs or attitudes and ultimately action.
http://AugmentedWorldExpo.com
Produced by Multifamily Insiders: http://www.multifamilyinsiders.com
Every single apartment community has experienced a negative review on ApartmentRatings.com, on Yelp, or even on their own Fan Page. This webinar explains how to properly react to negative posts to diffuse the situation, show prospects you care about your residents, and to use that feedback to improve your business.
Chapter 10:
Managing Conflict
Introduction
Workplace conflicts are often not productive
Take time away from one’s job
Take time away from providing customer service
Strained emotion often lingers
Conflict can lead to innovation and creativity
Conflict must be managed – not ignored
Conflict Defined
An expressed struggle between at least two interdependent parties, who perceive incompatible goals, scarce rewards or resources or expectations that are not being met, and interference from the other party or parties in achieving their goals
Conflict vs. Difference of Opinion
Interdependent parties
Incompatible goals
Interference
If we perceive something, we will often act as if it is true
Managing Conflict
Dimensions of Conflict
History: experiences with the party or other conflicts
Source: can be the other person or something less personal
Perceptions: assumptions and prejudices often make us think something is true even if it is not
Emotions: controlling emotions in a positive manner can lead to positive conflict resolution
Behavior: good, controlled behavior can move us toward positive results
Effective vs. Dysfunctional Responses
Differentiation: “Parties raise the conflict issues and spend sufficient time and energy clarifying positions, pursuing the reasons behind those positions, and acknowledging their differences stage determines differences” (Stutman, 2009, p. 14)
Opportunities to develop understanding during this stage
Case Study: Zest Manufacturing Wars
A small group of managers met for their weekly meeting, and conflict arose
Two managers were at odds because both failed to ask for rationale and allowed their emotions to flare
A third manager facilitated a conversation to help both parties see how to resolve the conflict
Perception was key; both managers perceived that the other was questioning their ability to do their job
Have their been times when emotion influenced your perception of something? Did it help or hurt?
Conflict Within the Organization
Personality conflicts: arise out of differences in the collection of qualities that make people who they are but that also don’t meet our expectations
Role confusion: lack of clarity over expectations of our position or fulfilling our job duties
Intragroup conflict: conflict within a group
Intergroup conflict: conflict between two or more groups
Intraorganizational conflict: conflict within an organization
Critical Thinking Questions - Conflict
Why does conflict often escalate so quickly?
In today’s modern society, what other potential sources of conflict within organization can you think of?
Styles of Dealing with Conflict
Avoiding
Those who prefer avoidance recognize a conflict exists, but tend to want to withdraw from, ignore, or suppress it
Low concern for satisfying concerns of themselves or others
Can be useful when issues are trivial, there is no chance of satisfying your concerns, or disruption outweighs benefits of resolution
Competing
Individuals wh.
Influential and Authentic Communication Workshop (2.5 hrs)Marlies van Dijk
This 2.5 hour workshop was designed for the Saskatchewan Medical Association Board members on Influential and Authentic Communication. It contains a number of exercises and links to resources.
Here’s the thing about data: it’s sticky, often rigid, and rarely feels agile. Yes, there are patterns that help increase the agility of data. Ruby on Rails, for example, has data migrations that not just allow but actively encourage incremental schema design. However all too often we hear about relational databases becoming a defacto API between subsystems, and thus resistant to change. It’s not just relational databases. Even supposedly unstructured data stored as key value pairs can be difficult to change if every piece of code that uses the data has duplicated logic to manage the semantic meaning of the data. Further, in-database logic such as rules, stored procedures, or user defined functions can be remarkably difficult to unit test. Finally, there are the often strict data governance requirements that necessitate keeping tight authorization control. Application developers have a wealth of tools and practices available to support incremental delivery. System administrators have DevOps tools and practices to support repeatable, automated operations. Where are the equivalents for data-centric work? Bringing agility to your data strategy may feel like an impossible goal, but it is possible. In this talk we consider the various ways in which data can impede agility, and how to make data strategies more agile-friendly.
Presented at Flowcon SF on Nov 1, 2013
Nothing interrupts the continuous flow of value like bad surprises that require immediate attention: major defects; service outages; support escalations; or even scrapping just-completed capabilities that don't actually meet business needs.
You already know that the sooner you can discover a problem, the sooner and more smoothly you can remedy it. Agile practices involve testing early and often. However feedback comes in many forms, only some of which are traditionally considered testing. Continuous integration, acceptance testing with users, even cohort analysis to validate business hypotheses are all examples of feedback cycles.
This talk examines the many forms of feedback, the questions each can answer, and the risks each can mitigate. We'll take a fresh look at the churn and disruption created by having high feedback latency, when the time between taking an action and discovering its effect is too long. We'll also consider how addressing "bugs" that may not be detracting from the actual business value can distract us from addressing real risks. Along the way we'll consider fundamental principles that you can apply immediately to keep your feedback cycles healthy and happy.
Traditional approaches to quality and risk management involve quality gates, change control boards, feature freeze and code freeze milestones, and independent QA or Test groups. These approaches stabilize quality at by sacrificing agility.
Yet buggy fragile code is even more dangerous for Agile teams where so much is changing so often. Quality and risk management are critically important for agility.
This leads to the inevitable question: if the traditional approaches to quality and risk management don't work in an Agile context, what does?
Practices vary across organizations, but all successful teams emphasize the same underlying principles of fast feedback, high visibility, collaboration, and alignment. This talk examines various approaches Agile teams have taken to increase quality, mitigate risk, and ultimately ensure they are delivering the highest possible value for their stakeholders.
This is a "Best Of" list of my (and others) failures over the years in attempting to adopt test automation. In it, you'll find 13 categories of What Not to Do. Presented at Turku Agile Day 2012 (#tad012).
The original title of this talk is "Agile Testing, Uncertainty, Risk, and Why It All Works." That's still the topic of this talk, however after hearing so many misconceptions about testing simply because the name "Test" carries so much baggage in our industry, I decided to reframe my talk so as to avoid using the word "Test" at all in the first half. Instead, we'll focus on how fast feedback supports learning and empirical evidence trumps speculation.
Testing is integral to any Agile development process. This slide deck offers an overview of Agile testing-related practices and explains how they work together to mitigate the most common sources of risk on any project.
In The Seven Habits of Highly Effective People, Stephen R. Covey names "Begin with the End in Mind" as the second of the seven habits. This habit applies not just to individuals, but to software development teams as well. In Acceptance Test Driven Development (ATDD), the Product Owner begins requirements discussions with expectations and examples, and the whole team collaborates to distill these into acceptance tests that define the essence of “Done." Modern testing frameworks enable the team to express the tests in natural language while connecting them to the software so that the tests are automated while the software is being developed. The end result is that the acceptance tests become executable requirements.
These slides explain the ATDD cycle and how it fits with other Agile development and testing practices including TDD, Continuous Integration, and Exploratory Testing.
Agile practices work because they force us to leave the world of speculation and 'get real.' These are the slides that I presented at Turku Agile Day, March 18, 2010.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
2. “They may forget what you said —
but they will never forget how you
made them feel.”
—Carl W. Buehner*
* quote attribution from https://quoteinvestigator.com/2014/04/06/they-feel/
11. You Can Be Kind and Direct
Radical
Candor
Ruinous
Empathy
Manipulative
Insincerity
Obnoxious
Aggression
Care Personally
Challenge Directly
12. Handy Phrases for Hard Conversations
● Help me understand…
● Here is the problem I’m trying
to solve…
● Here is my concern…
● Let’s reframe…
● This is what I heard you say…
● Moving forward (because I am
fresh out of time machines)…
13. Image by Walt Stoneburner
Licensed under Creative Commons
Available on FlickrFear is a
lousy
compass
