The following slide deck was presented at the Annual Visible Learning Conference in Washington D.C. July 2016. The slide deck provides specific strategies teachers and leaders can utilize to develop assessment capable learners.
To motivate a team, one should get to know the team members, create action plans to build skills, ask questions to discuss benefits of tasks. One should also challenge the team while being a role model by showing understanding, respect, confidence and responsibility. It is important to build trust, appeal to emotions, give feedback and recognition, be creative, and use motivational mantras about strength, achieving goals, and believing in oneself.
This document outlines the key competencies of leadership. It discusses 5 areas that effective leaders demonstrate: character through honesty and integrity; personal capabilities such as expertise, problem-solving, and innovation; getting results by focusing on goals and taking initiative; strong interpersonal skills like communication, motivation, and relationship building; and leading change through strategic thinking and championing new ideas. It then lists 16 additional differentiating competencies that effective leaders exhibit, such as concern for others, trustworthiness, optimism, and risk-taking.
The document outlines the culture of ZapStitch, which is centered around a set of core values. These values include positive communication, creating a wow experience for customers and employees, pursuing learning and growth, having freedom and accountability, and working smart to achieve high performance. The culture emphasizes treating every situation as a learning opportunity, taking responsibility for mistakes, and making decisions based on what is best for the company rather than any individual or group.
This document summarizes a leadership conference session focused on growing passion as leaders. The session covered building networks through introductions, communication skills like speaking and listening, managing expectations and vision, relationship strategies through self-assessment, leadership styles, managing change, and developing an action plan. Attendees were asked to identify the most relevant ideas and commit to two actions to take with support from others.
This document contains a leadership survey created by Dr. Osama Samaneh consisting of 85 questions assessing skills and competencies in areas like vision, communication, problem solving, team building, and more. Respondents are asked to indicate whether they possess each quality and rate their strength from 1 to 5. An ideal leader would answer yes to over 70 questions and rate themselves highly (4-5) on 60 or more qualities according to Dr. Samaneh. The survey aims to help individuals evaluate their leadership potential and identify areas for improvement.
This document contains the MBTI profiles of three individuals - Linh, Van, and Kiet. It provides details of each person's MBTI type, including their scores in Extraversion, Intuition, Thinking, and Judging/Perceiving. For each person, it also outlines objectives and methods for improving their skills in both their current team and future teams. Some common goals are improving communication, organization, presentation abilities, and considering different perspectives.
A student interview re. job finding after graduationMatthew Brandt
The student is worried about finding a job after graduation because there are many other graduates competing for limited jobs. He is stressed and unsure of where to start or what to do in his job search. While apprehensive about an uncertain future, he knows he needs to find a way to distinguish himself from other applicants and match his skills to employer needs.
The following slide deck was presented at the Annual Visible Learning Conference in Washington D.C. July 2016. The slide deck provides specific strategies teachers and leaders can utilize to develop assessment capable learners.
To motivate a team, one should get to know the team members, create action plans to build skills, ask questions to discuss benefits of tasks. One should also challenge the team while being a role model by showing understanding, respect, confidence and responsibility. It is important to build trust, appeal to emotions, give feedback and recognition, be creative, and use motivational mantras about strength, achieving goals, and believing in oneself.
This document outlines the key competencies of leadership. It discusses 5 areas that effective leaders demonstrate: character through honesty and integrity; personal capabilities such as expertise, problem-solving, and innovation; getting results by focusing on goals and taking initiative; strong interpersonal skills like communication, motivation, and relationship building; and leading change through strategic thinking and championing new ideas. It then lists 16 additional differentiating competencies that effective leaders exhibit, such as concern for others, trustworthiness, optimism, and risk-taking.
The document outlines the culture of ZapStitch, which is centered around a set of core values. These values include positive communication, creating a wow experience for customers and employees, pursuing learning and growth, having freedom and accountability, and working smart to achieve high performance. The culture emphasizes treating every situation as a learning opportunity, taking responsibility for mistakes, and making decisions based on what is best for the company rather than any individual or group.
This document summarizes a leadership conference session focused on growing passion as leaders. The session covered building networks through introductions, communication skills like speaking and listening, managing expectations and vision, relationship strategies through self-assessment, leadership styles, managing change, and developing an action plan. Attendees were asked to identify the most relevant ideas and commit to two actions to take with support from others.
This document contains a leadership survey created by Dr. Osama Samaneh consisting of 85 questions assessing skills and competencies in areas like vision, communication, problem solving, team building, and more. Respondents are asked to indicate whether they possess each quality and rate their strength from 1 to 5. An ideal leader would answer yes to over 70 questions and rate themselves highly (4-5) on 60 or more qualities according to Dr. Samaneh. The survey aims to help individuals evaluate their leadership potential and identify areas for improvement.
This document contains the MBTI profiles of three individuals - Linh, Van, and Kiet. It provides details of each person's MBTI type, including their scores in Extraversion, Intuition, Thinking, and Judging/Perceiving. For each person, it also outlines objectives and methods for improving their skills in both their current team and future teams. Some common goals are improving communication, organization, presentation abilities, and considering different perspectives.
A student interview re. job finding after graduationMatthew Brandt
The student is worried about finding a job after graduation because there are many other graduates competing for limited jobs. He is stressed and unsure of where to start or what to do in his job search. While apprehensive about an uncertain future, he knows he needs to find a way to distinguish himself from other applicants and match his skills to employer needs.
The document summarizes an interview with a lawyer who left his law career to become an entrepreneur. Some key points:
1) He felt his law degree only partly prepared him for his law job, as real-life experiences are the best teachers.
2) He did not fully understand what his law job would entail until experiencing it firsthand.
3) He recommends trying an area of work before pursuing formal education in it, to ensure one truly enjoys it and understands what it involves.
4) The problem is students need a way to experience potential careers to discover their true motivations and interests before committing to education in a particular field.
This document outlines seven rules for effective mentoring and coaching. It discusses the importance of focusing first on developing relationships and facilitating teams before solving problems. The rules emphasize hands-on experience to build credibility, continuing personal learning, thinking ahead of students, treating all students equally, using analogies and metaphors, and recognizing that data illuminates rather than dictates solutions. Successful mentoring is defined as transferring knowledge so students can apply it effectively in real-world situations. Success is measured by the mentor becoming invisible as the student demonstrates their learning.
1. The document contains advice from mm bagali, phd on topics like high performance, teamwork, attitudes, and motivation.
2. Bagali discusses the importance of having a positive attitude and focusing on intrinsic motivations like passion, drive, and achievement over extrinsic factors like pay and rewards.
3. The document provides tips for developing positive attitudes including turning daily activities into adventures, building positive self-esteem, and staying away from negative influences.
Attribution theory self reflection studio habits of mindkenklieman
The document is a self-assessment survey for students to rate their growth over the past month in six Studio Habits of Mind: stretch and explore, engage and persist, envision, express, observe, and reflect. For each habit, students rate themselves as high quality, quality, or below quality. They are then asked to circle two out of four options - skill, luck, effort, task difficulty - that contributed to their success and explain their thinking.
This document provides advice to 18-22 year olds on choosing a career path. It advises against choosing a career just to please others or for money, and instead recommends finding a passion that makes one happy and utilizes one's talents. The document suggests asking oneself questions to discern interests and strengths. It also recommends finding a mentor in one's field of interest to learn from their experience. Determination, commitment, and discipline are key to achieving career goals. Parents and mentors can provide guidance if one communicates openly and listens well. Choosing supportive friends and controlling one's own destiny are also important factors for career success.
This document provides guidance for student government leaders on developing relationships with campus administrators and handling difficult situations. It recommends getting to know administrators early on through informal meetings to build trust and communication. When issues arise, leaders should remain calm and controlled, focus on facts, understand all sides of the issue, and work towards a win-win solution that benefits students. Proper preparation, follow through, respectful conduct, and keeping the overall goals in mind can help leaders successfully navigate tensions with administration.
This document provides guidance on preparing for and delivering effective research and teaching job talks. It discusses the purposes of such talks, which are to inform, excite, and engage the audience while demonstrating a strong fit. The presentation should have a clear message and convey the presenter's passion and comfort with the content. Effective preparation involves understanding the audience, timing, technology, and expectations. The content should flow from the research question to impact, approaches, outcomes, and next steps. Sample structures divide the talk into sections tailored for different audience levels of expertise. Effective teaching demonstrations emphasize accurate yet accessible content and student engagement through organization, pace, enthusiasm and inviting questions. Thorough preparation and practice are emphasized.
This document outlines an agenda for a workshop on developing coaching skills. The workshop will be facilitated by Gillian Forrester, Chris Andreou, and Jan Portillo. Participants will learn to identify the similarities and differences between teaching, mentoring, and coaching. They will practice active listening, questioning, and feedback skills through peer coaching. Participants will also explore how a coaching approach can be applied in their current roles. The document provides introductions to the facilitators and defines coaching. It discusses models for coaching including GROW and OSCAR. Participants will have a chance to practice coaching skills through a practical exercise.
This document contains a self-assessment survey completed by Edward TaylorWilsonGonzález regarding their communication behaviors at work. They answered "yes" to communicating clearly, directly, and respectfully with bosses, coworkers, and colleagues. They also listen carefully to understand managers, coworkers, and viewpoints at meetings. Areas for improvement include communicating ideas in a more democratic way to avoid hurting feelings and dedicating more time to evaluating collaborator performance. Being direct can negatively affect some people and results if not done tactfully. Conclusions were to watch how messages are transmitted to avoid offense, choose words wisely, and consider others' perspectives.
Slides presented at parenting workshops and educational institutions that are seeking to help parents build a growth mindset in their children and homes
This document summarizes an academic transitions class that discusses communication styles using the Myers-Briggs Type Indicator (MBTI). The class agenda includes an icebreaker activity, an overview of the class and MBTI, and a discussion on how MBTI relates to communication. The document then provides details on the MBTI assessment, including the four dichotomies that are measured and their influence on communication preferences. Examples are given of effective communication strategies for each of the 16 personality types.
This document provides steps to build self-confidence through taking action towards goals, making decisions at the right time, coming forward with ideas, speaking where words matter, being positive in all situations, and developing self-confidence. Some key steps include setting goals, making a plan, sharing ideas, engaging in public speaking to improve skills, focusing on progress rather than discouragement, and maintaining a positive mindset.
A growth mindset september staff launchChris Hildrew
This document discusses the growth mindset versus a fixed mindset. It outlines three key mindset traits: how one wants to appear to others, responding to setbacks, and views on talent versus effort. Those with a growth mindset focus on learning at all costs, see setbacks as opportunities to learn, and believe effort is key to success rather than innate talent. The document provides strategies for cultivating a growth mindset in students and teachers, such as praising effort over ability, using the language of "yet" when students struggle, and building in time for improvements with feedback. The overall goal is to develop independence, resilience, and continual improvement in learning.
A formal discussion between a hirer and an applicant or candidate, typically in person, in which information is exchanged, with the intention of establishing the applicant’s suitability for a position.
Sarah Twiggs took a leadership assessment based on Kouzes and Posner's leadership model. She scored highly in envisioning the future, seeking challenges, developing relationships, and recognizing others. She identified areas for improvement like inspiring a shared vision and challenging the status quo. Twiggs outlined a timeline to practice and assess her leadership skills over the next year through activities like weekly employee templates and monthly check-ins with students.
Oliver shares his experience hiring React developers and interviewing candidates in Stockholm. Some key points:
1) Many candidates lacked knowledge of tools like Storybook and had similar answers, so it's important to stand out with your personality and technical fit for the role.
2) Screen recruiters thoroughly to ensure the role and company align with your goals before interviewing to save time.
3) Come prepared with ideas on the company's technical challenges and be transparent about your experience level to demonstrate passion for growth.
4) Pay attention to signs the company is stalling—if they're less interested, keep looking, but if pursued aggressively, they likely want you.
This document provides an overview and summary of a seminar on managing your tech career and providing leadership. The seminar covers finding your career path, building your personal brand, evolving your mindset, and providing leadership. For finding your path, it discusses understanding the industry landscape, common roles and titles, compensation factors, and developing a career narrative. For personal branding, it addresses authenticity, performance, using LinkedIn, participating in communities, and asking for help. Evolving your mindset involves developing a technology radar, aligning with core values, embracing growth and learning, and managing imposter syndrome. Providing leadership emphasizes the importance of leadership, leveraging knowledge and experience, serving an evolving role in an ecosystem, achieving
The document summarizes an interview with a lawyer who left his law career to become an entrepreneur. Some key points:
1) He felt his law degree only partly prepared him for his law job, as real-life experiences are the best teachers.
2) He did not fully understand what his law job would entail until experiencing it firsthand.
3) He recommends trying an area of work before pursuing formal education in it, to ensure one truly enjoys it and understands what it involves.
4) The problem is students need a way to experience potential careers to discover their true motivations and interests before committing to education in a particular field.
This document outlines seven rules for effective mentoring and coaching. It discusses the importance of focusing first on developing relationships and facilitating teams before solving problems. The rules emphasize hands-on experience to build credibility, continuing personal learning, thinking ahead of students, treating all students equally, using analogies and metaphors, and recognizing that data illuminates rather than dictates solutions. Successful mentoring is defined as transferring knowledge so students can apply it effectively in real-world situations. Success is measured by the mentor becoming invisible as the student demonstrates their learning.
1. The document contains advice from mm bagali, phd on topics like high performance, teamwork, attitudes, and motivation.
2. Bagali discusses the importance of having a positive attitude and focusing on intrinsic motivations like passion, drive, and achievement over extrinsic factors like pay and rewards.
3. The document provides tips for developing positive attitudes including turning daily activities into adventures, building positive self-esteem, and staying away from negative influences.
Attribution theory self reflection studio habits of mindkenklieman
The document is a self-assessment survey for students to rate their growth over the past month in six Studio Habits of Mind: stretch and explore, engage and persist, envision, express, observe, and reflect. For each habit, students rate themselves as high quality, quality, or below quality. They are then asked to circle two out of four options - skill, luck, effort, task difficulty - that contributed to their success and explain their thinking.
This document provides advice to 18-22 year olds on choosing a career path. It advises against choosing a career just to please others or for money, and instead recommends finding a passion that makes one happy and utilizes one's talents. The document suggests asking oneself questions to discern interests and strengths. It also recommends finding a mentor in one's field of interest to learn from their experience. Determination, commitment, and discipline are key to achieving career goals. Parents and mentors can provide guidance if one communicates openly and listens well. Choosing supportive friends and controlling one's own destiny are also important factors for career success.
This document provides guidance for student government leaders on developing relationships with campus administrators and handling difficult situations. It recommends getting to know administrators early on through informal meetings to build trust and communication. When issues arise, leaders should remain calm and controlled, focus on facts, understand all sides of the issue, and work towards a win-win solution that benefits students. Proper preparation, follow through, respectful conduct, and keeping the overall goals in mind can help leaders successfully navigate tensions with administration.
This document provides guidance on preparing for and delivering effective research and teaching job talks. It discusses the purposes of such talks, which are to inform, excite, and engage the audience while demonstrating a strong fit. The presentation should have a clear message and convey the presenter's passion and comfort with the content. Effective preparation involves understanding the audience, timing, technology, and expectations. The content should flow from the research question to impact, approaches, outcomes, and next steps. Sample structures divide the talk into sections tailored for different audience levels of expertise. Effective teaching demonstrations emphasize accurate yet accessible content and student engagement through organization, pace, enthusiasm and inviting questions. Thorough preparation and practice are emphasized.
This document outlines an agenda for a workshop on developing coaching skills. The workshop will be facilitated by Gillian Forrester, Chris Andreou, and Jan Portillo. Participants will learn to identify the similarities and differences between teaching, mentoring, and coaching. They will practice active listening, questioning, and feedback skills through peer coaching. Participants will also explore how a coaching approach can be applied in their current roles. The document provides introductions to the facilitators and defines coaching. It discusses models for coaching including GROW and OSCAR. Participants will have a chance to practice coaching skills through a practical exercise.
This document contains a self-assessment survey completed by Edward TaylorWilsonGonzález regarding their communication behaviors at work. They answered "yes" to communicating clearly, directly, and respectfully with bosses, coworkers, and colleagues. They also listen carefully to understand managers, coworkers, and viewpoints at meetings. Areas for improvement include communicating ideas in a more democratic way to avoid hurting feelings and dedicating more time to evaluating collaborator performance. Being direct can negatively affect some people and results if not done tactfully. Conclusions were to watch how messages are transmitted to avoid offense, choose words wisely, and consider others' perspectives.
Slides presented at parenting workshops and educational institutions that are seeking to help parents build a growth mindset in their children and homes
This document summarizes an academic transitions class that discusses communication styles using the Myers-Briggs Type Indicator (MBTI). The class agenda includes an icebreaker activity, an overview of the class and MBTI, and a discussion on how MBTI relates to communication. The document then provides details on the MBTI assessment, including the four dichotomies that are measured and their influence on communication preferences. Examples are given of effective communication strategies for each of the 16 personality types.
This document provides steps to build self-confidence through taking action towards goals, making decisions at the right time, coming forward with ideas, speaking where words matter, being positive in all situations, and developing self-confidence. Some key steps include setting goals, making a plan, sharing ideas, engaging in public speaking to improve skills, focusing on progress rather than discouragement, and maintaining a positive mindset.
A growth mindset september staff launchChris Hildrew
This document discusses the growth mindset versus a fixed mindset. It outlines three key mindset traits: how one wants to appear to others, responding to setbacks, and views on talent versus effort. Those with a growth mindset focus on learning at all costs, see setbacks as opportunities to learn, and believe effort is key to success rather than innate talent. The document provides strategies for cultivating a growth mindset in students and teachers, such as praising effort over ability, using the language of "yet" when students struggle, and building in time for improvements with feedback. The overall goal is to develop independence, resilience, and continual improvement in learning.
A formal discussion between a hirer and an applicant or candidate, typically in person, in which information is exchanged, with the intention of establishing the applicant’s suitability for a position.
Sarah Twiggs took a leadership assessment based on Kouzes and Posner's leadership model. She scored highly in envisioning the future, seeking challenges, developing relationships, and recognizing others. She identified areas for improvement like inspiring a shared vision and challenging the status quo. Twiggs outlined a timeline to practice and assess her leadership skills over the next year through activities like weekly employee templates and monthly check-ins with students.
Oliver shares his experience hiring React developers and interviewing candidates in Stockholm. Some key points:
1) Many candidates lacked knowledge of tools like Storybook and had similar answers, so it's important to stand out with your personality and technical fit for the role.
2) Screen recruiters thoroughly to ensure the role and company align with your goals before interviewing to save time.
3) Come prepared with ideas on the company's technical challenges and be transparent about your experience level to demonstrate passion for growth.
4) Pay attention to signs the company is stalling—if they're less interested, keep looking, but if pursued aggressively, they likely want you.
This document provides an overview and summary of a seminar on managing your tech career and providing leadership. The seminar covers finding your career path, building your personal brand, evolving your mindset, and providing leadership. For finding your path, it discusses understanding the industry landscape, common roles and titles, compensation factors, and developing a career narrative. For personal branding, it addresses authenticity, performance, using LinkedIn, participating in communities, and asking for help. Evolving your mindset involves developing a technology radar, aligning with core values, embracing growth and learning, and managing imposter syndrome. Providing leadership emphasizes the importance of leadership, leveraging knowledge and experience, serving an evolving role in an ecosystem, achieving
Derek Parham gives a talk on how to be an effective tech lead based on his experience leading large engineering teams at Google. He outlines key responsibilities of a tech lead including communicating with different stakeholders, building up the team, and looking for unaddressed problems. Parham emphasizes limiting meetings to protect engineering time, using design reviews to spread knowledge, and delegating tasks to empty one's plate and develop other leaders. He encourages tech leads to teach their engineers, build more tech leads as the team grows, and make team success a higher priority than personal success.
"- Show vulnerablility and support in your communication
- Align org strucures for decision making
- Ensure introverts have a champion for their voice
- The best remote leaders default to open, public comms
- Always assume the best
- When communicating priovide clear context, people will always assume the worst"
- Show vulnerability and support in your communication
- Align org structures for decision making
- Ensure introverts have a champion for their voice
- The best remote leaders default to open, public comms
- Always assume the best
- When communicating provide clear context, people will always assume the worst
Webinar Deck: Make Efficient Career Choices by Neeraj ParmarManish Rath
Neeraj has been a Product Manager at LinkedIn for quite some time now. He is highly skilled in creating successful products and user empathy. He has previously worked at Flipkart and InMobi and has some great insights to share with you people.
He's a tech guy and is fascinated with data and philosophy. He will be talking about making efficient career decisions to help you with it. Choosing the right industry or role is very important in having job satisfaction and that is what he'll be talking about.
This document provides tips for motivating a remote SDR team. It discusses the importance of intrinsic motivation over extrinsic motivation alone. Types of intrinsic motivation include autonomy, mastery, and purpose. Some tips include over-communicating, building trust and accountability, enabling team development, investing in the right tech stack and processes, and building personal relationships to understand individual motivators. Regular coaching, praise, and rewards tied to goals can also help motivate remote team members.
Building A Successful Technology Career. Surviving and thriving in a technology career can be quite difficult. First you need to focus on your technical chops. Then you have to figure out how to work with your team members and manage your boss. We will cover the steps it takes to make a tech career successful.
1. The document discusses various techniques for managing ideas and the creative process, including brainstorming and idea management. It provides tips for forming creative teams, generating ideas, developing ideas, and implementing ideas effectively.
2. Some of the key points covered include understanding brainstorming principles, avoiding things that can undermine brainstorming, formulating clear goals, mixing up creative teams, using doodles to visualize ideas, evaluating ideas against selection criteria, and ensuring proper support for implementation.
3. The overall message is that managing ideas like a process and following best practices at each stage can help teams be more innovative and successful at transforming ideas into reality.
Here are some suggestions for offering constructive feedback in a way that promotes learning and growth:
- Provide specific examples rather than generalizations. Focus on observable behaviors rather than making judgments.
- Balance positive and negative feedback. Start with what they did well before offering areas for improvement. This establishes a more positive tone.
- Describe the impact or effect of the behavior, not just the behavior itself. Connect it to results or how others are affected. This gives context.
- Ask for their perspective. Invite their thoughts and opinions. Active listening builds understanding and buy-in.
- Offer suggestions, not commands. Phrase feedback as options to consider rather than directives. This respects their autonomy.
-
Slides Chris Butler recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: How do you know you (or someone you are managing) are a great product manager? How do you continuously push the quality of product work higher in your organization? How do you identify what is 'great' product work anyways? This talk will give methods to help product managers grow and be great. It will be helpful for people that are product manager managers today, those who want to be managers, and any product manager that wants to take their skills up a level.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
The journey to a six figure income and walking away from itWen Hsu
Wen shares his career journey from a software engineer to becoming a coach. As an introvert, Wen struggled with believing he couldn't be a great leader. However, after challenging this limiting belief and gaining management experience, Wen realized introverts can make strong leaders. While Wen achieved a six-figure salary, he felt unfulfilled and longed for more meaning. After a gap year of travel, family, and career exploration, Wen discovered his passion for coaching. Coaching helped Wen transform his mindset and walk away from his corporate career to pursue his purpose of helping others through coaching.
Kumpulan 4 - Communication, Coaching and Conflict skillsainull2
This document provides an overview of communication, coaching, and conflict skills. It discusses the communication process, including message receiving and paraphrasing. It also covers providing feedback, both positive and negative. The document then explores coaching, including what coaching is, effective coaching methods like job instructional training and attribution theory. It also discusses mentoring versus teaching. Finally, the document covers conflict, including how conflicts occur and different conflict management styles like avoidance, accommodation, competition, compromise, and collaboration.
The most important attributes of a World-class Remote TeamJoshua Hoskins
This document discusses the importance of trust, effectiveness, and efficiency when working with global project teams. It defines trust as having credibility, reliability, and intimacy while limiting self-orientation. Effectiveness means doing the right things by eliminating confusion, showing respect and appreciation, and ensuring good fits. Efficiency is defined as doing things right through using work statuses, listening attentively, being aware, reflecting on processes, and leveraging project management apps.
- Show vulnerability and support in your communication
- Align org structures for decision making
- Ensure introverts have a champion for their voice
- The best remote leaders default to open, public comms
- When communicating provide clear context, people will always assume the worst
How to be an Emotionally Intelligent Remote LeaderPaul Fifield
- Show vulnerablility and support in your communication - Align org strucures for decision making
- Ensure introverts have a champion for their voice
- The best remote leaders default to open, public comms
- When communicating priovide clear context, people will always assume the worst"
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
5 Common Mistakes to Avoid During the Job Application Process.pdfAlliance Jobs
The journey toward landing your dream job can be both exhilarating and nerve-wracking. As you navigate through the intricate web of job applications, interviews, and follow-ups, it’s crucial to steer clear of common pitfalls that could hinder your chances. Let’s delve into some of the most frequent mistakes applicants make during the job application process and explore how you can sidestep them. Plus, we’ll highlight how Alliance Job Search can enhance your local job hunt.
Job Finding Apps Everything You Need to Know in 2024SnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find your dream job with ease using the best job finding apps. Discover top-rated apps that connect you with employers, provide personalized job recommendations, and streamline the application process. Explore features, ratings, and reviews to find the app that suits your needs and helps you land your next opportunity.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
2. Me
● Geek at Heart
● Disco Ergo Sum
○ I learn therefore I am
● Leader + Manager
○ Management is doing things right; leadership is doing the right things (Drucker)
○ Prefer Trust and Respect over Authority
● Product focused
○ We do projects for the sake of improving our/user/customer experience
3. My Strengths
● Variety of experience
○ Startups and Big Co
○ Chips to Cloud
○ Built Tech/Teams from scratch and also inherited existing Tech/Teams
● Passions
○ Understand nitty gritty
○ From Chaos to Order
○ From Ambiguity to Clarity
● Balance both and still function
○ Strategic long term design and planning
○ Tactical short term disciplined execution
4. My Weaknesses (WIP)
● Excessive curiosity
○ Keep me focused if I stray
○ Expect same curiosity in others
● Interrupt speakers
○ I cannot hold my questions till the end since I forget them OR
○ I grasp the idea earlier than people expect
● OCD about typos
5. Operating Style
● Context
○ I provide context, you define problems and find solutions (See Socratic method)
○ Prefer fire-and-forget torpedoes and not wire-guided
● Empowerment
○ Keep me informed of problems, solutions, decisions and ask for help
○ Go get alignment - stakeholders, partners, peers, and reports
● Accountable
○ You are responsible for results, delivery and learning
● Make the right choice (not the easy choice)
○ I am not going to automatically choose your view because you are on my team
○ Not outcome oriented (your plan gets approved or our team gets ownership)
6. Socratic Method
● I will ask a lot of questions
○ It is not due to lack of trust
○ Treat it as brainstorming and playing devil’s advocate
○ I am curious by nature and questions will follow
○ Practice for your external interactions - you should hear the toughest questions from me
● I will not have all the answers
○ We will figure it out together
7. Push for growth
● Continuous coaching
● Personal growth
○ Soft skills - communication, negotiation, navigation, etc.
○ Sales and marketing of your ideas
● Leadership (independent of path you chose)
○ People and Relationship management
○ Software Engineering and Architecture
● Career
○ Lifetime growth and not just at this company
8. Reviews
● Continuous Feedback
○ Not at that moment but in 1:1
○ I expect the same continuous feedback from you about me
○ Formal reviews should never be a surprise for both of us
● Quality and Impact are as important as Quantity
○ “Organizations become what they are measured by”
9. If you are a Leader/Manager
● Your operating style does not have to be same as mine
BUT
● Seek Trust and Respect and not Authority
● Focus on your team’s growth in all aspects
● Psychological safety is a must
10. Psychological Safety
● Google HR Project Aristotle
○ Concluded that psychological safety was the top attribute of successful and happy teams
● We are taking interpersonal risk every day
○ Actions we do and the resulting perception we think people have from our actions
○ Asking questions, requesting help, presenting our ideas, etc.
○ Taking bets on projects which have ambiguous outcomes or can fail
● Human tendency is to err towards safety by minimizing these risks
Psychological safety is how conducive the environment is to take these risks
11. My Job
● Lead by example
○ Take visible risks
○ Acknowledge my mistakes
● Provide context and support
○ Goals should be driven by learning and performance and not psychological safety
● Create a safe environment
○ Be open to your questions and ideas
○ Ask you and others questions
○ Provide constructive guidance and feedback about your interpersonal interactions
12. Your Job
● Upward
○ Make sure I am doing my job
○ Provide me regular feedback
● Peers
○ Be comfortable only having questions and not having answers
○ Seek alternative ideas and opinions and seek data more
○ Judge the idea and not the person/team
○ Value others with your attention (e.g. during meetings)
● Feedback
○ Never place blame
○ Help your team become comfortable receiving feedback from each other
○ Use feedback as a way to strengthen learning
13. Where do we want to be?
Motivation and Accountability high
Psychological
Safety
low
low
high
Apathy Zone
(Stressed and Unproductive)
Anxiety Zone
(Stressed but Productive)
Comfort Zone
(Happy but Unproductive)
Learning Zone
(Happy and Productive)