Management 3.0 for Creative Knowledge WorkersAndrea Darabos
Management 3.0 is a book, a training workshop and a community of management coaches created by Jurgen Appelo. The mission is simple - create organizations where human potential is maximized, everyone is engaged moving forward towards an aligned purpose. The community develops and facilitates a collection of management games, that help develop proactive self-organization and trust in any organization. These games, also called as management workouts are available for download via the management3.0 website.
Andrea Darabos, Lean Advantage is a Management 3.0 Trainer and Workshop Facilitator
"Dealing with multiple teams in a product development organization is always a challenge!
One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite having scaled to over 30 teams across 3 cities."
The Paper of Scaling Agile @ Spotify (2014)
Spotify Engineering culture is a trending topic in companies scaling and transforming to Agile, We will discuss the details of this model and why it's so popular.
Normally people talk about organization structure only and leave tons of open questions without answers, We will try in this webinar to cover as much as possible of these questions like how they do promotions, learning and development and more besides the organization structure and scaling agile.
References:
* Scaling Agile @ Spotfiy [Paper]
https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf
* Spotify Engineering Culture Videos
https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
https://labs.spotify.com/2014/09/20/spotify-engineering-culture-part-2/
* Scaling Agile @ Spotify
https://www.youtube.com/watch?v=jyZEikKWhAU
* The Spotify Tribe Talk
https://www.infoq.com/presentations/spotify-culture/
* Autonomy and Leadership at Spotify
https://www.infoq.com/presentations/autonomy-leadership-spotify/
* How Agile Coaches Help Us Win—the Agile Coach Role at Spotify
https://www.infoq.com/presentations/agile-coach-spotify
*Building a technical career path at Spotify
https://labs.spotify.com/2016/02/08/technical-career-path/
https://labs.spotify.com/2016/02/15/spotify-technology-career-steps/
https://labs.spotify.com/2016/02/22/things-we-learned-creating-technology-career-steps/
* Squad health Check Model
https://labs.spotify.com/2014/09/16/squad-health-check-model/
* Performance and development
https://hrblog.spotify.com/2016/12/05/performance-and-development/
https://labs.spotify.com/2015/12/16/a-101-on-11s/
https://hrblog.spotify.com/2017/03/15/performance-reviews-are-dead-whats-next/
https://hrblog.spotify.com/2016/08/15/our-beliefs/
Want know more about the Product Owner role and maximize the value of your product?
Check the E-Book "8 Stances of a Product Owner" and create more valuable products.
The Product Owner as a Leader, Communicator, Negotiator, Scientist, Entrepreneur, Manager, Business Analyst and Facilitator.
This E-Book is a personal perspective from from Antonio Costa - Professional Scrum Trainer from Scrum.org about the Role of the Product Owner. Translated to English by me and Daniele Fontainha
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
The team is not enough: a leap to become an Agile CoachCaio Cestari
Presented at Elabor8 Lunch 'n Learn Melbourne - March, 2017. Describes how I applied Lyssa's and Michael's framework to my own Agile Coach career, and how is a leap to become an Agile Coach
A presentation given to AgileWelly in Wellington NZ, by Stephen Reed to several keen agilites. Basically my little Agile Coaching journey. Thanks goes out to Lyssa Adkins and all the others that have trained me as well as all the teams I have worked with over the years who have also trained me.
Management 3.0 for Creative Knowledge WorkersAndrea Darabos
Management 3.0 is a book, a training workshop and a community of management coaches created by Jurgen Appelo. The mission is simple - create organizations where human potential is maximized, everyone is engaged moving forward towards an aligned purpose. The community develops and facilitates a collection of management games, that help develop proactive self-organization and trust in any organization. These games, also called as management workouts are available for download via the management3.0 website.
Andrea Darabos, Lean Advantage is a Management 3.0 Trainer and Workshop Facilitator
"Dealing with multiple teams in a product development organization is always a challenge!
One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite having scaled to over 30 teams across 3 cities."
The Paper of Scaling Agile @ Spotify (2014)
Spotify Engineering culture is a trending topic in companies scaling and transforming to Agile, We will discuss the details of this model and why it's so popular.
Normally people talk about organization structure only and leave tons of open questions without answers, We will try in this webinar to cover as much as possible of these questions like how they do promotions, learning and development and more besides the organization structure and scaling agile.
References:
* Scaling Agile @ Spotfiy [Paper]
https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf
* Spotify Engineering Culture Videos
https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
https://labs.spotify.com/2014/09/20/spotify-engineering-culture-part-2/
* Scaling Agile @ Spotify
https://www.youtube.com/watch?v=jyZEikKWhAU
* The Spotify Tribe Talk
https://www.infoq.com/presentations/spotify-culture/
* Autonomy and Leadership at Spotify
https://www.infoq.com/presentations/autonomy-leadership-spotify/
* How Agile Coaches Help Us Win—the Agile Coach Role at Spotify
https://www.infoq.com/presentations/agile-coach-spotify
*Building a technical career path at Spotify
https://labs.spotify.com/2016/02/08/technical-career-path/
https://labs.spotify.com/2016/02/15/spotify-technology-career-steps/
https://labs.spotify.com/2016/02/22/things-we-learned-creating-technology-career-steps/
* Squad health Check Model
https://labs.spotify.com/2014/09/16/squad-health-check-model/
* Performance and development
https://hrblog.spotify.com/2016/12/05/performance-and-development/
https://labs.spotify.com/2015/12/16/a-101-on-11s/
https://hrblog.spotify.com/2017/03/15/performance-reviews-are-dead-whats-next/
https://hrblog.spotify.com/2016/08/15/our-beliefs/
Want know more about the Product Owner role and maximize the value of your product?
Check the E-Book "8 Stances of a Product Owner" and create more valuable products.
The Product Owner as a Leader, Communicator, Negotiator, Scientist, Entrepreneur, Manager, Business Analyst and Facilitator.
This E-Book is a personal perspective from from Antonio Costa - Professional Scrum Trainer from Scrum.org about the Role of the Product Owner. Translated to English by me and Daniele Fontainha
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
The team is not enough: a leap to become an Agile CoachCaio Cestari
Presented at Elabor8 Lunch 'n Learn Melbourne - March, 2017. Describes how I applied Lyssa's and Michael's framework to my own Agile Coach career, and how is a leap to become an Agile Coach
A presentation given to AgileWelly in Wellington NZ, by Stephen Reed to several keen agilites. Basically my little Agile Coaching journey. Thanks goes out to Lyssa Adkins and all the others that have trained me as well as all the teams I have worked with over the years who have also trained me.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
Agile Leadership Is Overrated - Isnt It?lazygolfer
Presentation for Mile High PMI Workshop on April 11, 2009
Abstract:
This workshop will focus on the concept of leadership in organizations which use an agile development process. When people speak about agile it is common to hear terms like “no command and control,” “there is no one particular person in charge,” and “managers support rather than manage.” In this type of environment, where is there room for “leadership?” The workshop will look at leadership from several different perspectives and examine whether or not leadership is necessary. If it is necessary for leadership, where does it come from and how is it manifested? For project managers a thorough understanding of the realities of agile leadership is not a nicety, it is a necessity for success with agile projects. The workshop will consist of approximately equal parts presentation and hands on exercises.
Viktor Bezhenar @ Kharkiv PM Day - Delegation and Empowerment: Lessons Learnedviktor_bezhenar
Spoken on the great conference Kharkiv PM Day in March 2017. Described my experience in buiding self-motivated and empowered teams. Audience liked this one a lot - ready to share my knowledge on this topic anytime!
The 8 Stances of a Transformational LeaderMatthew Philip
Patterned after the popular "Eight Stances of a Scrum Master," this talks introduces the eight stances -- "mental or emotional positions adopted with respect to something" -- of leaders at all levels who want to enable high-performing people, teams and organizations. To improve organizational outcomes, the eight stances are aimed at:
- Reducing friction to allow teams to do what they do best
- Fostering a learning environment to enable high performance, mastery and innovation
- Creating aligned autonomy to scalably connect strategy to action
Management fundamentals building a team part twoBar-Ezer Yossi
Building a team is one of the top Management fundamentals skills.
This lecture (part 2) describes the sequence and compare the 4 stages to build a strong team.
Phases of Team basics - Team building, required for different projects. Tools required to solve the problems.
Types of communication method and Plan for communication management to achieve it.
Deck of slides from my keynote at Dia de Agilidade (Brazil). In this session, I talk about a different strategy for change management in Agile transformations.
Watch the full video (in Portuguese) here: https://www.youtube.com/watch?v=BEfSwSCvLWs
In an ever-changing world where we are all being asked to do more with less, the cracks are starting to show. Global studies of organisations highlight the unrelenting need for uplift in performance - yet many of those responsible for the uplift (managers and teams) indicate they don't have any more to give. Within this environment, the productivity and role of teams becomes critical to success. Experience tells us however that not only do many teams fail to reach their full potential; they can in fact unknowingly impede their own performance.
In this presentation, you will learn:
1. How focusing solely on improving performance can actually undermine its effectiveness.
2. Successfully coaching a team is actually like a marriage - it needs continued investment, honest dialogue and support to make it a success.
3. Practical tools and tips to coach your team or the teams you are responsible for to new levels by focusing on the drivers of exceptional performance.
Measuring team performance at spotify slideshareDanielle Jabin
How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization?
In this presentation, I’ve shared techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be.
"If you cannot verbalise a problem, then you do not have a problem yet." It's another learning 3.0 tool to help the problem discovering and the problem solving.
It is increasingly important to have a clear idea of the work involved to deliver projects successfully, and knowledge of the best combination of skills and competencies for the project manager to be most effective.
EICT Summer School August 2023 - Things I never knew I never knew - about bu...Fiona Nielsen
Expert workshop session delivered at IECT Summer School for Entrepreneurs on August 23, 2023, by Fiona Nielsen.
Fiona is a serial entrepreneur with lots of experience in hiring, leading and laying off people as part of her startup journey. In this presentation Fiona shares practical down to earth tips and examples on how to build a great team at your startup.
Topics include breakdowns of how to:
- Get great people on board
- Always improve your leadership
- Invest in good culture from the start
For example "1. Get great people on board"
Attract the right people to apply/express interest
Describe the role you are looking for and be specific about making the title reflect the job, e.g. “co-founder” or “marketing intern”
Always include the mission and vision of the company. Don’t fluff it.
Consider why anyone would work for you - beyond being paid a salary.
Great candidates have a choice of where to work, they will choose a place where they find meaning, feel motivated and challenged, and feel welcome.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
Agile Leadership Is Overrated - Isnt It?lazygolfer
Presentation for Mile High PMI Workshop on April 11, 2009
Abstract:
This workshop will focus on the concept of leadership in organizations which use an agile development process. When people speak about agile it is common to hear terms like “no command and control,” “there is no one particular person in charge,” and “managers support rather than manage.” In this type of environment, where is there room for “leadership?” The workshop will look at leadership from several different perspectives and examine whether or not leadership is necessary. If it is necessary for leadership, where does it come from and how is it manifested? For project managers a thorough understanding of the realities of agile leadership is not a nicety, it is a necessity for success with agile projects. The workshop will consist of approximately equal parts presentation and hands on exercises.
Viktor Bezhenar @ Kharkiv PM Day - Delegation and Empowerment: Lessons Learnedviktor_bezhenar
Spoken on the great conference Kharkiv PM Day in March 2017. Described my experience in buiding self-motivated and empowered teams. Audience liked this one a lot - ready to share my knowledge on this topic anytime!
The 8 Stances of a Transformational LeaderMatthew Philip
Patterned after the popular "Eight Stances of a Scrum Master," this talks introduces the eight stances -- "mental or emotional positions adopted with respect to something" -- of leaders at all levels who want to enable high-performing people, teams and organizations. To improve organizational outcomes, the eight stances are aimed at:
- Reducing friction to allow teams to do what they do best
- Fostering a learning environment to enable high performance, mastery and innovation
- Creating aligned autonomy to scalably connect strategy to action
Management fundamentals building a team part twoBar-Ezer Yossi
Building a team is one of the top Management fundamentals skills.
This lecture (part 2) describes the sequence and compare the 4 stages to build a strong team.
Phases of Team basics - Team building, required for different projects. Tools required to solve the problems.
Types of communication method and Plan for communication management to achieve it.
Deck of slides from my keynote at Dia de Agilidade (Brazil). In this session, I talk about a different strategy for change management in Agile transformations.
Watch the full video (in Portuguese) here: https://www.youtube.com/watch?v=BEfSwSCvLWs
In an ever-changing world where we are all being asked to do more with less, the cracks are starting to show. Global studies of organisations highlight the unrelenting need for uplift in performance - yet many of those responsible for the uplift (managers and teams) indicate they don't have any more to give. Within this environment, the productivity and role of teams becomes critical to success. Experience tells us however that not only do many teams fail to reach their full potential; they can in fact unknowingly impede their own performance.
In this presentation, you will learn:
1. How focusing solely on improving performance can actually undermine its effectiveness.
2. Successfully coaching a team is actually like a marriage - it needs continued investment, honest dialogue and support to make it a success.
3. Practical tools and tips to coach your team or the teams you are responsible for to new levels by focusing on the drivers of exceptional performance.
Measuring team performance at spotify slideshareDanielle Jabin
How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization?
In this presentation, I’ve shared techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be.
"If you cannot verbalise a problem, then you do not have a problem yet." It's another learning 3.0 tool to help the problem discovering and the problem solving.
It is increasingly important to have a clear idea of the work involved to deliver projects successfully, and knowledge of the best combination of skills and competencies for the project manager to be most effective.
EICT Summer School August 2023 - Things I never knew I never knew - about bu...Fiona Nielsen
Expert workshop session delivered at IECT Summer School for Entrepreneurs on August 23, 2023, by Fiona Nielsen.
Fiona is a serial entrepreneur with lots of experience in hiring, leading and laying off people as part of her startup journey. In this presentation Fiona shares practical down to earth tips and examples on how to build a great team at your startup.
Topics include breakdowns of how to:
- Get great people on board
- Always improve your leadership
- Invest in good culture from the start
For example "1. Get great people on board"
Attract the right people to apply/express interest
Describe the role you are looking for and be specific about making the title reflect the job, e.g. “co-founder” or “marketing intern”
Always include the mission and vision of the company. Don’t fluff it.
Consider why anyone would work for you - beyond being paid a salary.
Great candidates have a choice of where to work, they will choose a place where they find meaning, feel motivated and challenged, and feel welcome.
12 steps to build organizational resilienceHillik Nissani
build organizational resilience and improve employees engagement. Helps with remote work and handle the new COVID-19 crisis. Helps handle with Coronavirus.
Revisit performance management to achieve peak team performanceDavid Perks
Old ways of managing performance don't work. Ratings demoralize and disengage employees. What should leaders do instead and how can a 100 year old approach be rapidly modernized. We provide the travel guide to take you to peak performance.
The importance of teamwork in the IT worldMiglė Arūnienė
- What is team and teamwork?
- Roles and their responsibilities in IT.
- Team types in Agile and Waterfall.
- What do you gain from working in a team?
- Challenges that teams are facing.
- How to choose the right workplace?
Contact me:
migle@miglearuniene.com
LinkedIn - miglearuniene
Happiness - Secret Key to Productivity by Melvin Thambi RapidValue solutionsRapidValue
Happiness can be defined in many ways, and for each person the word happiness differs!
I would like to talk about simple ten points which brings happiness inside the design team.
Smart Work VS Hard Work
Team Work & Discussions
Awesomeness Report
Bring back Saturdays & Sundays
One day wonder Magic
Visualise your dreams
Playing with challenges
Making others happy
Learn, discuss & share
Be the difference & make a difference
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
From the CEO to the SDR - How to Drive Revenue Alignment from the Top featuri...Tenbound
Learn directly from Brandon Bornancin as he shares the hidden secrets behind how his sales team at Seamless.AI books 450+ Appointments per day and how you can copy it in 10 minutes or less! He is going to pull back the curtain and explain EXACTLY how we train our team to make cold calls that convert into booked appointments.
2016 5-5 technology association of georgia - tag - sales force engagement (2)...Erin Bush
Sales Force Engagement is a primary key to driving sale rep productivity and maximizing results, the best sales organizations know this. Jon Birdsong, CEO Co-Founder of WideAngle discusses how smart sales leaders leveraging new tools and running smart engagement programs to get the maximum results and loyalty out of their sales teams.
Here you will get all guideline for controlling your management team,your subordinate. Here is given some important topics.See our website
www.garmentaccessorybd.com
Skills and Strategies for New Test Managers.pdfApplitools
Explore the skills and strategies needed to be successful in software Test/QA leadership in this session from Applitools.
View the on-demand recording at https://applitools.info/vrd
Rotem Kazir, Pitango, and Hillik Nissani, valYou, present their 12 steps to building organizational resilience, maintaining the productivity, engagement and high spirit of our remote employees.
Pablo Calvo heads up Social Media at Space Ape Games and has previously worked in esports as a team manager and coach. In this widely applicable lecture he discusses high performance teams and the skills learned in competitive play that can be transferred across work and study.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
3. He is pioneering management to help
creative organizations survive and
thrive in the 21st century. He offers
concrete games, tools, and practices,
so you can introduce better
management, with fewer managers.
Inc.com has called him a Top 50
Leadership Expert and a Top 100
Great Leadership Speaker
Jurgen Appelo
5. Organization Happiness
How can we motivate
workers?
How can we change
manager mindset?
How can we get team to
take responsibility?
How can we get managers
to trust their team?
● Happiness is everyone’s responsibility
● Management is too important to leave to the managers
● Management is just like testing, no matter whether there
are managers or not, everyone should feel responsible
for management
● When people don’t focus on improving themselves, they
are always complaining about each other
6. Doing the wrong thing
Treating employees like
adult human beings might
be a common sense, but it’s
not a common practice
● Winner-take-all
Rank employees using measurements of their achievements, give more
works to best performers and get rid of the bad one.
● When the cat’s away the mice will play
The boss should return to office regularly to peek around.
● Let everyone know that they’re being watched
Bosses should continuously monitor whether people are actually using
office tools to do work and not for skyping with friends
7. Doing the right thing wrong
Many managers don’t see
that they should manage
the system around people
not the people directly
● People are the most valuable assets
● Managers have to become servant leaders
Everyone recognize that but sadly managers often use
the wrong approach because they’re still stuck with a
hierarchical view of organizations, they adopt good ideas
but force-fit them into bad architecture
8. Doing the right thing
● Doing the right thing means acting in a way that is
consistent with a core belief
● Management practice is a good practice when,
○ It engage people and their interactions
○ It enables them to improve the system
○ It helps to delight all clients
● Creative employees choose to boss themselves
● Principles vs Practices
10. How can we improve or
maintain the organization's
values?
11. Organization Values
● Clarity of values makes a
significant difference in behavior
and is a force behind motivation,
commitment and productivity
● Everyone who is economically
involved with the organization try
to get some value out of it,
otherwise they wouldn’t
contribute to that collaborative
work project that we call business
12. Creating Values
● You can only create new value when you protect what is
already valuable
● The key is not only to promise to keep these values in
mind but to actually do something to prove that these
values matter guides people’s behavior and decisions.
● The culture should drive the business in the company not
the other way around.
13. Employee Handbook
● Created by human resources department
● Devoid from any emotion
● Values offered as bullet points and accompanied by rules,
policies and legal disclaimers
With such handbooks buried deep down in file system
Employee handbook needs to be written by employees
14.
15.
16.
17.
18.
19.
20. Value Wall
● Create a value wall, with shiny movie picture showcasing
each value along with a brief description
● Shout out
● Add Post-Its with stories on top of the values
● Now, Design the employee handbook with great
illustrations.
21. How can we motivate
people with better rewards?
22. Traditional Rewards
● Managers assume that nothing works like a money.
● Overjustification effect: Instead of expecting and feeling
enjoyment, people expect a reward.
● Rewards based on outcomes increase the risk of
cheating, Since people’s focus on getting a reward
instead of doing a good job.
Rewards that trigger intrinsic motivation (behavior that’s
triggered from within a person) are more effective, more
sustainable and usually cost less :)
23. Rewards can work when ...
1. Don’t promise reward in advance
2. Keep anticipated reward small
3. Reward continuously not once
4. Reward publicly, not privately
5. Reward behavior not outcome
6. Reward peers, not subordinates
24. Kudo Cards
What If ..
● What if our workers doesn’t play fair
● What if two people abuse the system to get rewards?
● What if someone just want to gain the boss’s favor with a
kudo card?
Let the community decide what to do about cheating.
Public system that enables people to give each other small,
unexpected token of appreciation for doing a good job.
25.
26.
27. 1. Create central place or colorful cardboard
2. Print kubo cards and posters to support the new initiative
3. Let everyone know
4. Announce publicly who received a compliment and why
5. Use http://kudobox.co/ for remote employees
Kudos - Getting started
28. How can we make time for
employees improvement
and self-education?
29. Self-education!
● Education of employees is not the prime responsibility of
the organization. On the other hand waiting for people to
start developing themselves is not always a successful
approach
● Education days: Every employee has number of days per
year to be used for self-education
● Employees argued they have no time to learn and always
had some urgent things to do.
30. Ship-it days
● Because organizations can’t really change people and
educate them, We need to tweak the environment so
that people change themselves and educate themselves.
● Select a day on which everyone in the company works for
entire day on an idea of their choosing.
● Work on whatever you want as long as it’s not part of
your regular work
● All employees can rethink the way they do their job not
only software engineers
32. Sharing Knowledge!
● Organization needs people to share knowledge and
develop their craft by communicating across traditional
organizational boundaries.
● Talks and session not always interesting to all
organizations employees
33. Community of Practice
● A COP is a group of professionals who share a common
interest or area of work, a common concern, or a passion
about a topic.
● They can be organized around roles, technologies,
interests, and anything else.
● Informal and self organized, and membership is voluntary
● People who are involved are passionate about their work.
● COP cover a knowledge domain, community of
enthusiasts, and a set of tools and practices
34. Purpose of COP
● Learn and share ideas
● Document lessons learned
● Standardize way of working
● Initiate new comers
● Provide advice
● Explore new technologies
● Apply some forms of governance
36. Success or Failure
● When all we do is repeat established practices, It’s hard
to know if we could do any better
● We should celebrate learning not success or failures
● We should celebrate behavior not outcome
● A learning organization shouldn’t aim to minimize the
amount of failure
● Reducing failure will reduce learning
● We should celebrate good practices, not punish mistakes
38. YAY Questions
● What did we do well (by following practices)?
● What did we learn (by running experiments)?
Any answers to these two questions could be a trigger for
celebration
39. Celebrations
● Don’t take what people do for granted, make every small
step worth mentioning
● Celebrate frequently
● Celebrate noticeably
● Celebrate remarkably
40. How can we improve
communication and
understanding?
41. Proximity Approaches
Your proximity can help you create trust, it also can help you
create awareness, So follow these principles:
● Match your proximity to people with the importance of
their work
● Keep your proximity divers, flexible and unpredictable
● Management by flying around
● Management by sitting around
● Management by skyping around
It’s not about geographical distance, it’s about mental distance
42. Personal Map
● Create personal map of a colleague, make an effort to
better understand that person
● Write person’s name in the middle, then write categories
of interest around his name such as home, family,
education, hoppies, goals and values
● Evaluate what you have just created and decide the best
approach to improve communication
43.
44. How can we delegate and
empower workers with
great boundaries?
45. Would it help?!
● The law of requisite variety: Manager should operate at
similar or higher level of complexity than the system, in
order to fully control it.
● With complex system there is no such thing as central
control
● Delegation of control is the only way to manage complex
systems, there is no other option.
● Managers often fear a loss of control when considering
allowing teams to self-organize
● We should see it as empowerment for the system
● Delegate to which level?!! Define boundaries
46. 7 Levels of Delegation
1. Tell: You make decisions, discussions is not allowed
2. Sell: You make decisions, but you try convince them
3. Consult: You ask for inputs first
4. Agree: You and the group agree on the decision
5. Advise: You offer opinions
6. Inquire: They decide and then convince you
7. Delegate: They decide
47. Delegation Board
● Board that vertically lists a number of key decision areas that someone
delegate to others, In the horizontal dimension, the board shows the
seven level of delegation
● It should be applied to key decision areas not tasks and deliverables
48.
49. Delegation Poker
1. Pick a key decision area
2. Every player choose one of the 7 cards
3. Reveal the selected cards
4. The people with the highest and lowest cards explain
their choices
5. Achieve consensus
Self-organizing teams don’t decide for themselves what the
correct delegation level are for key decision areas delegated
to them, But the game can be very useful to reveal
misconception and hidden assumptions
52. Trust-Only Environment
● Flex time, remote working and unlimited vacations
● Switching from time-only to results-only or trust-only
environment …. How do we evaluate the results?
● If we are not supposed to measure the inputs (time), we
need to measure the output (results).
● Performance appraisals
● Second only to firing employees, managers hate
performance appraisals the most
● Creative workers have a right to receive useful
feedback on their results and they need it fast
53. Praise Sandwich
● Any criticism should be wrapped between
positive comments
● Experts usually look for things to improve,
while novices look for confirmation that
they are doing well.
54. Feedback Wrap
● Write feedback
○ Describe your context
○ List your observation
○ Express your emotions
○ Sort by value
○ End with suggestions
● Language must be softened with “may be”, “a little”, “it
seems that”
● Wrapping up
55.
56. How can we pay people
according to their merits?
57. Traditional Bonus Systems
● Earning = Salaries + Extras
● Making money is good; making difference is better; but
making money while making difference beats all.
● Traditional bonus system rarely have a positive effect on
people’s performance, the effect is likely to be negative
○ Regular reward, people anticipate it with great expectations
○ Individual rewards disrupt collaboration
○ Rely on objective measures, but reality is far too complex
58. A better bonus system
● Flat compensation system, 80% think they perform
better than average, 80% of workers will feel underpaid
● Both salaries and extras should be fair and based on
merits, not equity.
● Compensation system should be
○ Salaries should be expected, but bonuses should not
○ Earning should be based on collaboration not competition
○ Peer feedback is the main performance measurement
59. Merits Money
● Use a virtual currency that represents the merits that
people can accumulate overtime
● Define the total amount of currencies available and how
often they will be passed out
● Every individual can recognize the contribution of other
people
● All employees must give away the passed-out currencies
● The opinions of all individuals have equal weight
● It uses the wisdom of the crowd
● Cash earnings
61. Engagement & Satisfaction
● Engaged Workers: feel motivated to be productive in the
organization, try to deliver their their best possible work
and keep all stakeholders happy
● Satisfied Worker: feel content in their work environment
because it satisfies most of his needs
● Engagement, satisfaction and happiness are hard to
define concepts that are correlated but not fully
overlapping
62. Happiness Door
● It’s a feedback wall and
happiness index in one
● A playful feedback method
generates happiness
between coworkers
One-on-One meeting
They use it for individual goal-setting and follow up later by asking for status update
This will enforce the superior-subordinate relationship!
360 degree feedback
Electronic Systems that require anonymous feedback
Trusts breaks down because managers are allowed to know more about employees than employees are allowed to know about each other
Zappos - Online shopping shoes and clothes
Money is only advised when you ask for uninteresting or repetitive work
Intrinsic motivation: when you do something because you enjoy it or find it interesting
extrinsic motivation: or doing something for external rewards or to avoid negative consequences
We need an example
Kudo Cards:
From the greek Kydos, meaning glory or fame
A more logical explanation seemed to be that they didn’t consider their education to be desirable as their vacations.
Education, in their eyes, was just another task to be prioritized by management
Whatever the used approach, it’ll cause the Observer effect
When you observe other people doing work, you are influencing them.
Distributed control
The Darkness principle: each part in a system is not aware of all behaviors that occur elsewhere in the system
Only the whole organization understands all the work. That’s why it’s best to distribute control among everyone
Tell: You make decisions, discussions is not allowed
Sell: You make decisions, but you try convince them
Consult: You ask for inputs first
Agree: you and the group agree on the decision
Advise: You offer opinions
Inquire: They decide and then convince you
Delegate: they decide