This document discusses key concepts from the book "Jazz Process" including:
1. Collaboration is an important skill that allows combined efforts to be greater than individual efforts alone.
2. Both autonomy and rules are needed - too many rules limit autonomy while too little leads to chaos.
3. Observation, listening, and understanding biases are essential for effective feedback and improvement.
4. Trust, respect, passion and initiative are important for high-performing teams, while over-focus on metrics and groupthink can damage performance.
Nudging the Culture of Wellness: Evidence-Based Approachguest589257a
WEBINAR FROM
http://www.nationalwellness.org/index.php?id_tier=128&id_c=225
(Can listen to audio there)
Healthy work cultures are not "built" as much as "nudged" over time. Nudge means gradual, intentional, peer-to-peer positive interaction and encouragement. Recognized in the National Registry of Evidence-Based Programs and Practices (NREPP), "Team Awareness" (TA) has provided nudge training to over 10,000 workers in various industries. Join this session to learn how any culture of health effort must consider the work group, leadership, and social health.
We will explain how TA works, how to start using quick tools from TA, and three tenets of wellness cultures: (1) Costs are incurred if you only invest in individual health when the work culture is toxic; (2) Strong wellness program don't guarantee worker engagement; (3) The strongest workplace influence on employee health is his or her immediate work-group and supervisor.
This third tenet is a force-multiplier which you can jump-start by empowering work groups to know their health benefits, coping skills, tolerance levels for unhealthy practices, by reviewing basic listening skills, and through NUDGE: Notice who may need your encouragement; Understand your role; Decide if you should say something; if so, use GUIDELINES for communication, and then Encourage!
Following the webinar, participants will be able to:
describe the six modules of Team Awareness and why it has been so effective
use tools from the Team Awareness curriculum
understand the basic steps of nudging
A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish.
The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment.
Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience:
* preventative control (defensive consistency)
* mindful action (defensive flexibility)
* performance optimization (progressive consistency)
* adaptive innovation (progressive flexibility)
In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking.
More details: https://confengine.com/agile-india-2019/proposal/8216/organisational-resilience-design-your-organisation-to-flourish-not-merely-survive
Conference Link: https://2019.agileindia.org
slides from a daylong leadership retreat facilitated by joe gerstandt focused on cognitive diversity, innovation and decision making
joegerstandt.com
@joegerstandt
A hard look at the softer side of business analysisJoe Newbert
Step forward the Business Analyst star. Taking a hard look at the soft skills as a catalyst for Business Analysis success, in the December 2008 IIBA Newsletter.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
Nudging the Culture of Wellness: Evidence-Based Approachguest589257a
WEBINAR FROM
http://www.nationalwellness.org/index.php?id_tier=128&id_c=225
(Can listen to audio there)
Healthy work cultures are not "built" as much as "nudged" over time. Nudge means gradual, intentional, peer-to-peer positive interaction and encouragement. Recognized in the National Registry of Evidence-Based Programs and Practices (NREPP), "Team Awareness" (TA) has provided nudge training to over 10,000 workers in various industries. Join this session to learn how any culture of health effort must consider the work group, leadership, and social health.
We will explain how TA works, how to start using quick tools from TA, and three tenets of wellness cultures: (1) Costs are incurred if you only invest in individual health when the work culture is toxic; (2) Strong wellness program don't guarantee worker engagement; (3) The strongest workplace influence on employee health is his or her immediate work-group and supervisor.
This third tenet is a force-multiplier which you can jump-start by empowering work groups to know their health benefits, coping skills, tolerance levels for unhealthy practices, by reviewing basic listening skills, and through NUDGE: Notice who may need your encouragement; Understand your role; Decide if you should say something; if so, use GUIDELINES for communication, and then Encourage!
Following the webinar, participants will be able to:
describe the six modules of Team Awareness and why it has been so effective
use tools from the Team Awareness curriculum
understand the basic steps of nudging
A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish.
The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment.
Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience:
* preventative control (defensive consistency)
* mindful action (defensive flexibility)
* performance optimization (progressive consistency)
* adaptive innovation (progressive flexibility)
In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking.
More details: https://confengine.com/agile-india-2019/proposal/8216/organisational-resilience-design-your-organisation-to-flourish-not-merely-survive
Conference Link: https://2019.agileindia.org
slides from a daylong leadership retreat facilitated by joe gerstandt focused on cognitive diversity, innovation and decision making
joegerstandt.com
@joegerstandt
A hard look at the softer side of business analysisJoe Newbert
Step forward the Business Analyst star. Taking a hard look at the soft skills as a catalyst for Business Analysis success, in the December 2008 IIBA Newsletter.
Improve the effectiveness of behavior based selection by incorporating competency modeling into selection and also training, performance management and succession planning
A metaphor of organizational inefficiency using an illustration of brain dysfunction and harmful obsessions. In both cases, instead of processing through workflow the process gets stuck. To overcome, process everything in the most efficient area or function. It's a fun comparison to drive home the point.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
Rapidly changing marketplaces, intense competition, the stress of constantly having to do more with less, and the aftermath of mergers and acquisitions test the resilience of organizations.
A resilient workforce has superior performance, higher productivity and creativity, better health, and more financial success.
Organizational drivers of resilience include: managing workload, offering access to training and development, giving employees more control over their work, developing effective managers, and fostering work-life integration.
There's lots of talk about behavioural economics. But how do you practically apply it to sustainability?
Many books and presentations focus on specific aspects and heuristics, such as social norms and reframing.
This deck doesn't attempt this. Instead it provides initial guidance and suggestions for CSR and Sustainability professionals who want to start applying behavioural economics within their organisations. What should they do differently? Which practical steps should they take?
We hope it gets you thinking.
For a copy of the deck, please get in touch via: http://prime-decision.com/contact/
Deck of slides from my session about Creating Great Teams using Management 3.0 at the Agile Brisbane Meetup (Aug 2016) - http://www.meetup.com/Agile-Brisbane/events/230559396/?eventId=230559396
Presentation on traditional organizations, their management and the way they cope with change. How can weaknesses in innovation, learning ability and cooperation be eliminated?
Do action oriented cultures provide the best response to a fast changing environment. There are a number of challenges in these organisations - they may be driving out strategic thinking!
Conclusion - Decision/action model for soccer - Boyd's snowmobiles - Analysis...Larry Paul
A conclusion to the series, Decision/action model for soccer. This presentation will closely examine John Boyd's ideas about analysis and synthesis and how they apply to winning in the game. His paper, Destruction and Creation, provides a clear outline on what needs to be included in every training program.
In Agile framework the role of a Project manager becomes critical to help the team manage themselves or be autonomous rather trying to set targets, audit and devise control measures
A metaphor of organizational inefficiency using an illustration of brain dysfunction and harmful obsessions. In both cases, instead of processing through workflow the process gets stuck. To overcome, process everything in the most efficient area or function. It's a fun comparison to drive home the point.
This is one of the handouts that participants of Banks International’s program, Culture Audit Interviews, receive and is one of the base documents attendees at the 21st Century Organizations can also receive.
Rapidly changing marketplaces, intense competition, the stress of constantly having to do more with less, and the aftermath of mergers and acquisitions test the resilience of organizations.
A resilient workforce has superior performance, higher productivity and creativity, better health, and more financial success.
Organizational drivers of resilience include: managing workload, offering access to training and development, giving employees more control over their work, developing effective managers, and fostering work-life integration.
There's lots of talk about behavioural economics. But how do you practically apply it to sustainability?
Many books and presentations focus on specific aspects and heuristics, such as social norms and reframing.
This deck doesn't attempt this. Instead it provides initial guidance and suggestions for CSR and Sustainability professionals who want to start applying behavioural economics within their organisations. What should they do differently? Which practical steps should they take?
We hope it gets you thinking.
For a copy of the deck, please get in touch via: http://prime-decision.com/contact/
Deck of slides from my session about Creating Great Teams using Management 3.0 at the Agile Brisbane Meetup (Aug 2016) - http://www.meetup.com/Agile-Brisbane/events/230559396/?eventId=230559396
Presentation on traditional organizations, their management and the way they cope with change. How can weaknesses in innovation, learning ability and cooperation be eliminated?
Do action oriented cultures provide the best response to a fast changing environment. There are a number of challenges in these organisations - they may be driving out strategic thinking!
Conclusion - Decision/action model for soccer - Boyd's snowmobiles - Analysis...Larry Paul
A conclusion to the series, Decision/action model for soccer. This presentation will closely examine John Boyd's ideas about analysis and synthesis and how they apply to winning in the game. His paper, Destruction and Creation, provides a clear outline on what needs to be included in every training program.
In Agile framework the role of a Project manager becomes critical to help the team manage themselves or be autonomous rather trying to set targets, audit and devise control measures
Are you indispensable to your team? When team collaboration hums at the highest levels, projects win industries, businesses thrive and the individuals develop skills that everyone wants. To be one of these top-performing team members, here are 13 tips to help build your teamwork skills.
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Maximising teamwork in delivering software products Ryan Dawson
Maximising teamwork has a big impact on effectiveness but it isn’t easy. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement. Some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
11 Tips & Tricks for effective teamwork at your workplace!Prasanjit Das
Looking for the mantra to effective teamwork ?
What is the secret that some organizations seem to grow while others don't ? How are some teams better than others ? What are the attributes of a good team ?
Search no more. Here are your answers:
All of us want to be high potential, yet few of us have any idea how. Read on if you want ideas to help you chart your journey through your organization. And if you like it--please share it!
Empathy doesn’t only come in handy when listening to your best friend explain his woes. It’s actually very important for work, both for leaders and team members alike. The Consortium for Research on Emotional Intelligence in Organizations reports a correlation between empathy and increased sales, high performing managers of product development teams, and increased performance in highly diverse teams. Studies have also shown that empathy improves leadership ability and facilitates effective communication.
Team Building Tips - Lightning Talk at SDEC 2012Trish Rempel
In her lightning talk at SDEC 2012, Trish Rempel talks about the crucial components of an effective team, and shares a few tips on cultivating positive team culture and collaboration.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
The core values and principles of the Spireworks organisation guiding our interactions with partners, contractors and clients, alike. We are a values-driven, growth culture otherwise know as a Deliberately Development Organization (DDO). We build our business around the simple but radical conviction that organizations prosper when they are deeply aligned with people's strongest motive - to grow.
David C Winegar Psychological Safety for PerformanceDavid Winegar
Slides from my webinar on wanted.jobs on how to build psychological safety environments to drive higher performance. Includes neuroscience insights that provide insights into how to better connect people and develop a culture of inclusivity, respect and high trust which results in JOY @ Work.
This is a preview of Absolute-North and David C. Winegar's Psychological Safety for Performance Organizational Toolkit available from absolute-north.com beginning in July of 2021.
In this presentation André Faria, CEO at Bluesoft, presented to his team a introduction to the AWS ecosystem and talked about all the new announcements AWS have made in the event AWS re:Invent 2017 that took place in Las Vegas.
Boas Práticas para Supermercadistas inspiradas no Whole Foods, Sprouts Marke...André Faria Gomes
Nessa apresentação André Faria, CEO da Bluesoft, apresenta alguns diferenciais de Redes Americanas de Supermercados como Whole Foods, Sprouts Market e Trader Joe's que podem servir de inspiração para Supermercadistas Brasileiros.
Depois de mais de 10 anos aplicando métodos ágeis no seu dia-a-dia em diversas equipes e organizações. André Faria, compartilha seus principais aprendizados.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Welcome to the first live UiPath Community Day Dubai! Join us for this unique occasion to meet our local and global UiPath Community and leaders. You will get a full view of the MEA region's automation landscape and the AI Powered automation technology capabilities of UiPath. Also, hosted by our local partners Marc Ellis, you will enjoy a half-day packed with industry insights and automation peers networking.
📕 Curious on our agenda? Wait no more!
10:00 Welcome note - UiPath Community in Dubai
Lovely Sinha, UiPath Community Chapter Leader, UiPath MVPx3, Hyper-automation Consultant, First Abu Dhabi Bank
10:20 A UiPath cross-region MEA overview
Ashraf El Zarka, VP and Managing Director MEA, UiPath
10:35: Customer Success Journey
Deepthi Deepak, Head of Intelligent Automation CoE, First Abu Dhabi Bank
11:15 The UiPath approach to GenAI with our three principles: improve accuracy, supercharge productivity, and automate more
Boris Krumrey, Global VP, Automation Innovation, UiPath
12:15 To discover how Marc Ellis leverages tech-driven solutions in recruitment and managed services.
Brendan Lingam, Director of Sales and Business Development, Marc Ellis
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
The Metaverse and AI: how can decision-makers harness the Metaverse for their...Jen Stirrup
The Metaverse is popularized in science fiction, and now it is becoming closer to being a part of our daily lives through the use of social media and shopping companies. How can businesses survive in a world where Artificial Intelligence is becoming the present as well as the future of technology, and how does the Metaverse fit into business strategy when futurist ideas are developing into reality at accelerated rates? How do we do this when our data isn't up to scratch? How can we move towards success with our data so we are set up for the Metaverse when it arrives?
How can you help your company evolve, adapt, and succeed using Artificial Intelligence and the Metaverse to stay ahead of the competition? What are the potential issues, complications, and benefits that these technologies could bring to us and our organizations? In this session, Jen Stirrup will explain how to start thinking about these technologies as an organisation.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Enhancing Performance with Globus and the Science DMZGlobus
ESnet has led the way in helping national facilities—and many other institutions in the research community—configure Science DMZs and troubleshoot network issues to maximize data transfer performance. In this talk we will present a summary of approaches and tips for getting the most out of your network infrastructure using Globus Connect Server.
4. or at ion
C ol labthe act of working together
one of the most important
skills a person can possess
“No matter how
inventive, creative, or
productive you might be,
as one person alone, you
can achieve only so
much”
5. ver he ad In reality, collaboration
O involves overhead that results
in less work being produced
than might be expected.
6. S ine ry the combined efforts of
many can be collectively
greater than the sum of their
individual efforts
7. forma ce
Per thinking about your job as a series of performances
Your personal goal should be
to give the best individual
performance you can while
ensuring that your team gives
the best collective
performance it can.
8. tEnou gh
Jus Often organization defines
Ru les other rules simply because
they are believed to be
necessary for conducting
business
They are encoded into the Rules provide a safeguard
procedures, processes, and against chaos and anarchy.
methodologies employed by
your team and your
organization.
9. Af ford People are more likely to
follow rules when they fully
utono my understand their benefits.
A Some rules may apply only to
specific roles.
Having too many rules or
rules that are too complex is
that remembering them can
be difficult.
If we are to maximize
performance, it is essential to
employ just enough rules to
afford autonomy, while at the
same time avoiding chaos.
11. P roc ess
ve me nt
Impro Rules maintained simply for
tradition’s sake may deny a
team the freedom to evolve
and adapt.
Processes that work in one
context may not scale to a
larger context.
Processes that depend on
critical skills may need
revision when those skills are
no longer available.
12. ividua lity
Ind
The same is true of any lean,
cross-functional team on
which everyone plays a
specific role.
Individuality is about more
The team is truly only as
than self-expression and
strong as its weakest link.
creativity. It’s also about the
confidence to play a unique
part without any backup.
In a jazz orchestra, individual
parts have little redundancy.
Every part is critical to the
combined sound.
13. “A hundred mediocre people
may never be able to match
the achievements of one
genius, no matter how much
time they have.”
14. One of the most important
skills of highly effective people
is their ability to allocate a
sizable portion of their
personal bandwidth to
collaboration.
15. “When building a team,
aim for the quality of
people, not quantity.”
16. “The way a team plays as a whole
determines its success. You may have the
greatest bunch of individual stars in the
world, but if they don’t play together, the
club won’t be worth a dime.”
—Babe Ruth
17. Av oid ing Irving Janis,1972
ink
pth A collective mindset that is manifested
G rou
when a team’s quest for cohesiveness
leads it to all but abandon individual
creativity and critical thinking.
18. It’s important to find a workable balance between
strong individual talents and team-centric
collaboration, and to ensure that people always
feel empowered to speak out.
19. Team players understand that
their individual contributions
are vital to the team’s
success. They also know that
they alone could not achieve
the same level of success
without the rest of the team.
20. Trust
Resp ect
and
If you trust someone, you are
confident that you can
depend on that person to
fulfill an obligation. If you
respect someone, you likely
admire that person and hold
his or her work in high regard.
21. Co nte xt
en ds on
D ep Tom trusts Mike to fix a complex bug in the server code, but there’s no
way he’d trust him to even touch the user interface layer.
Bob doesn’t really trust Jin Li to interview the candidates for the financial
controller position by herself, but he has great respect for the way she
handled the termination of the previous financial controller.
Lily is constantly amazed by the results John delivers as a project
manager, but she doesn’t have much respect for the way he goes about
meeting his objectives.
Sharon really respects Lee for giving her the time and the opportunity to
grow into a new role, even though she had trouble in the beginning.
Sanjeev trusts his brother-in-law to repay a loan but is pretty sure that he
can’t trust him to keep a secret.
22. dAgi lity
Tr ust an
When trust is present, things move
faster, and costs are lower.
Lack of Trust => Bureocracy => Time => Cost
23. theWord
Spread Spreading the word about
the efforts and results of
individuals helps to build
trust and respect for those
people.
Similarly, communicating the
progress of the team can
help build trust and respect
for the team.
Metrics are very useful.
24. Reason for Loss of Trust or Respect Preventative or Restorative Measure
Failures or poor performance due to excessive bureaucracy Use just enough rules
Lack of faith in people’s abilities Employ top talent
Lack of teamwork or excessive egos Put the team first
Lack of enthusiasm, motivation, or follow-through Commit with passion
Sense of being ignored or failing to respond Listen for change
Lack of initiative Lead on demand
Suspicions of poor management, fraud, or corruption Act transparently
Conflicting efforts Make contributions count
Poor efficiency, waste Reduce friction
Inability to deliver on time or lack of communication Maintain momentum
Constant breakdowns, defects, errors, low productivity Stay healthy
Lack of innovation or creativity Exchange ideas
Lack of excitement or inability to compete Take measured risks
25. Commit with Pa
ssion
“Wheresoever you go, go with all your heart.”
—Confucius
26. Commitment contributes to the stability of the
team and helps its members execute even
when they must overcome challenges.
When people commit themselves to a team,
they pledge their time, attention, and energy to
help the team achieve its goals.
28. Feedback as a result of our actions
Observation
Relevant data from collaborators we work with
Relevant data from consumers we work for
Relevant data from competitors we work against
All other data relating to a specific situation
29. ser vat ion
Ob
Observing is the act of
acquiring data through
various inputs or senses.
Uncompromised
observation begins with
expanding one’s field of
view and being open to
everything that is going on.
30. wa ren ess
sona lA
Per Observing your own actions.
31. ren ess
wa the actions of collaborators with
Tea m a observing
whom you work.
32. gr ees of
De
Lis ten ing
1. Ignoring
2. Pretend listening (patronizing)
3. Selective listening
4. Attentive listening
5. Empathic listening
33. No ise
ore the
Ign
Separating the signal from the
noise is often a challenge, but
it’s probably the most
important part of observing.
The danger of receiving a
lot of data is saturation.
It’s important to know
how to filter the useful
information from noise.
34. Metrics “Not everything that counts can be counted, and not
everything that can be counted counts.”
—Albert Einstein
In business, metrics such as key performance
indicators (KPIs) are used to keep score. When
used effectively and appropriately, they are an
essential part of observation.
Everyone must agree that the method of scoring is
a fair and useful measure of the team’s success.
35. isso na nce
itived
cogn We already know that two people can be in
the same situation and observe different
things. Even if they observe the same things,
they can interpret their observations differently.
Confirmation Bias: One of the most
dangerous tendencies that we all have is the
proclivity to see what we want to see.
Disconfirmation Bias : Avoid or discount
information that contradicts our preconceptions.
36. Confirmation Bias
One of the most
dangerous tendencies
that we all have is the
proclivity to see what we
want to see.
38. isso na nce
itived
c ogn cognitive dissonance is the
uncomfortable tension that results
from simultaneously considering two
conflicting thoughts.
If we understand our
biases, we are in a better
position to appropriately
compensate for them.
39. think o utside the box
when people talk about To even begin that process, you
thinking outside the box, they must understand that everyone’s
are referring to the process of box is different and is bounded
approaching a problem with by their experiences, including
a different perspective. their biases.
40. De ma nd
L ea d on
“The only definition of a leader is someone who
has followers.”
Peter Drucker
“leadership is influence—nothing more, nothing less.”
John Maxwell
41. Init iat ive The most important part of leading is
taking initiative. Initiative is not and
should not be solely limited to those in
obvious positions of leadership.
Every member in a team must actively look for and identify
change and then react to it individually or as part of a
coordinated response.
42. When leaders straitjacket people
with restrictive command and
reporting structures, they inhibit
creativity and agility and limit their
organization’s ability to respond to
change. The path to success lies in
rol
giving up control.
gh Co nt
ust En ou
J