This document provides an overview of a new book titled "The Target" by Stephen J. Blakesley. The book contains 14 chapters across two parts and discusses how talent acquisition and talent management intersect. It aims to help improve individual and organizational performance. The summary highlights some of the chapter topics, including defining competencies, job fit, emotional competence, hiring processes, and developing a supportive work environment to maximize employee performance. The document encourages purchasing the book to equip hiring managers with an indispensable talent tool.
1. The document discusses Atta Adou Jean-Constant, a library director in Cote d'Ivoire who has a master's degree in art history and library science.
2. It outlines his understanding of leadership as a process of social influence where a leader enlists others to accomplish common tasks. A good leader sets goals and objectives, is determined and optimistic.
3. The key requirements of a good team manager are respecting others, being humble, having good connections, credibility, sharing opinions, and giving others a voice, according to Atta.
This document discusses leadership qualities and types of leaders. It defines organizational leaders and the basic elements of leadership, including influencing others to achieve goals or tasks. The document outlines key leadership functions such as defining tasks, planning, motivating, organizing, and leading by example. It also differentiates between a leader and boss and provides tips for developing leadership skills and a people-oriented approach.
Slides used at the lecture titled Leadership Styles Your Team Needs, as presented at the IGDA Leadership Forum in November 2010, by Joshua Howard.
Contact Joshua Howard at joshua@bonegames.com, and visit his blog on Leadership and Management at http://thereisnothem.wordpress.com.
This document summarizes a presentation about self-organizing teams. It discusses how self-organization arises spontaneously without central control. The BEGIN model is introduced for setting up initial conditions to enable self-organization. This includes establishing boundaries, empowering teams, setting goals, providing necessary ingredients, and ongoing nurturing through feedback. An example is given of a company that reformed two teams using a self-selection process where employees chose their own teams based on exercises revealing skills, values, and personalities. The process fit the BEGIN model by establishing clear parameters while empowering employee choice within those boundaries.
Leadership Transitions IGDA Leadership Forum 2011Joshua Howard
This document discusses the transitions managers go through as they progress from front line managers to managers of managers to multi-discipline managers. It outlines the different skills required at each level, including managing others, assigning work, coaching teams, and taking a broader strategic view. Common pitfalls and trouble signs are provided for each level to help managers recognize issues. Recommended reading materials are included to provide further guidance on leadership transitions.
MHA2018 - It's a "self-organizing" team -- how can I help them? - Erika LenzAgileDenver
"Your teams seem to be working ok -- they attend meetings, stories move across the board, most work gets done, eventually. But when a problem comes up, they point fingers or scatter like ants in a rainstorm. Why aren't they proactive? Why don't they have a sense of ownership? Why don't they collaborate and participate in decision-making? You told them they were self-organizing!!!
""Self-organization"" is one of the most misunderstood concepts in Agile. Research shows that most high-performing teams are self-organizing. Why, then, are high-performing teams so rare?
This talk will help participants accomplish the following learning objectives:
* Be able to distinguish between the four types of team (manager-led, self-managing, self-organizing, self-governing).
* Identify what kind of team(s) they are working with.
* Understand the types of authority teams need to have to be self-organizing.
* Understand the types of support needed from managers, scrum masters, and others.
* Identify behaviors they can model / exhibit to help their teams become more self-organizing.
This is primarily a lecture format, interspersed with table or paired discussions. "
This document discusses agile leadership and provides advice for leaders. It begins by clarifying different types of power and sources of authority for leaders. Leaders must focus on commitment over control and leading teams through disruptive innovation. True leadership requires developing wisdom, culture, energy, intuition, perspective, conviction, vision, passion, and humility. The document offers questions for reflection on resembling fire or water as a leader, hearing the unheard, and having the wisdom to see from different perspectives.
This document provides an overview of a new book titled "The Target" by Stephen J. Blakesley. The book contains 14 chapters across two parts and discusses how talent acquisition and talent management intersect. It aims to help improve individual and organizational performance. The summary highlights some of the chapter topics, including defining competencies, job fit, emotional competence, hiring processes, and developing a supportive work environment to maximize employee performance. The document encourages purchasing the book to equip hiring managers with an indispensable talent tool.
1. The document discusses Atta Adou Jean-Constant, a library director in Cote d'Ivoire who has a master's degree in art history and library science.
2. It outlines his understanding of leadership as a process of social influence where a leader enlists others to accomplish common tasks. A good leader sets goals and objectives, is determined and optimistic.
3. The key requirements of a good team manager are respecting others, being humble, having good connections, credibility, sharing opinions, and giving others a voice, according to Atta.
This document discusses leadership qualities and types of leaders. It defines organizational leaders and the basic elements of leadership, including influencing others to achieve goals or tasks. The document outlines key leadership functions such as defining tasks, planning, motivating, organizing, and leading by example. It also differentiates between a leader and boss and provides tips for developing leadership skills and a people-oriented approach.
Slides used at the lecture titled Leadership Styles Your Team Needs, as presented at the IGDA Leadership Forum in November 2010, by Joshua Howard.
Contact Joshua Howard at joshua@bonegames.com, and visit his blog on Leadership and Management at http://thereisnothem.wordpress.com.
This document summarizes a presentation about self-organizing teams. It discusses how self-organization arises spontaneously without central control. The BEGIN model is introduced for setting up initial conditions to enable self-organization. This includes establishing boundaries, empowering teams, setting goals, providing necessary ingredients, and ongoing nurturing through feedback. An example is given of a company that reformed two teams using a self-selection process where employees chose their own teams based on exercises revealing skills, values, and personalities. The process fit the BEGIN model by establishing clear parameters while empowering employee choice within those boundaries.
Leadership Transitions IGDA Leadership Forum 2011Joshua Howard
This document discusses the transitions managers go through as they progress from front line managers to managers of managers to multi-discipline managers. It outlines the different skills required at each level, including managing others, assigning work, coaching teams, and taking a broader strategic view. Common pitfalls and trouble signs are provided for each level to help managers recognize issues. Recommended reading materials are included to provide further guidance on leadership transitions.
MHA2018 - It's a "self-organizing" team -- how can I help them? - Erika LenzAgileDenver
"Your teams seem to be working ok -- they attend meetings, stories move across the board, most work gets done, eventually. But when a problem comes up, they point fingers or scatter like ants in a rainstorm. Why aren't they proactive? Why don't they have a sense of ownership? Why don't they collaborate and participate in decision-making? You told them they were self-organizing!!!
""Self-organization"" is one of the most misunderstood concepts in Agile. Research shows that most high-performing teams are self-organizing. Why, then, are high-performing teams so rare?
This talk will help participants accomplish the following learning objectives:
* Be able to distinguish between the four types of team (manager-led, self-managing, self-organizing, self-governing).
* Identify what kind of team(s) they are working with.
* Understand the types of authority teams need to have to be self-organizing.
* Understand the types of support needed from managers, scrum masters, and others.
* Identify behaviors they can model / exhibit to help their teams become more self-organizing.
This is primarily a lecture format, interspersed with table or paired discussions. "
This document discusses agile leadership and provides advice for leaders. It begins by clarifying different types of power and sources of authority for leaders. Leaders must focus on commitment over control and leading teams through disruptive innovation. True leadership requires developing wisdom, culture, energy, intuition, perspective, conviction, vision, passion, and humility. The document offers questions for reflection on resembling fire or water as a leader, hearing the unheard, and having the wisdom to see from different perspectives.
1. The document proposes inviting all employees in a company or department to self-organize around improving agile practices through iterative open space events held every 2-4 months.
2. It suggests the root causes of issues with agile adoption include company culture, lack of middle manager buy-in, and lack of employee engagement, and that self-organization could help address these.
3. Concerns raised include whether employees have sufficient agile knowledge and whether senior leaders will truly support the approach, though incremental changes are hoped to gain support and remove impediments over time.
The document provides the results of Ahmed Okasha's personality assessment test, which evaluated his strengths across 6 personality traits and preferred work environment factors. His top 3 personality strengths were Analysis, Decision, and Creation. His top preferred work environment factors were Attention to detail, Fact-orientated, and Willingness to take risks. The assessment also outlined his motivations, work-life balance preferences, and top personal skills.
This document discusses 11 steps for high-performing teams: 1) Purpose 2) Vision 3) Values 4) DNA 5) Strategic Drivers 6) Roadmap 7) Objectives 8) Visual Management 9) Operating Rhythm 10) Continuous Improvement 11) Metrics. It provides details on each step and emphasizes the importance of alignment, direction, rhythm and review for teams to perform at their best. Examples are given for how different organizations have implemented various steps like visual management and continuous improvement.
This document discusses establishing a clear vision, mission, values, and goals for an organization through a workshop led by a Transformation Coach. It notes that these are often unclear or defined differently, creating obstacles to success. The workshop aims to put clear meaning to these terms specific to the business team in order to speed up decision making, focus resources efficiently, and ensure actions build toward the future. The goals are to establish these foundational elements and provide a framework for an effective mission statement and understanding how vision and values relate to successful behaviors and practices.
Succeeding as a New Leader in TechnologyNate Brown
Navigating the transition from individual contributor to leader can be a difficult endeavor if you are not properly prepared. This transition represents a paradigm shift on many different levels. As you progress in your career, you will undoubtedly encounter this transition. You must be mentally and emotionally prepared to change behaviors and thought patterns that you may have developed over your career to that point.
We will discuss some tips that I have gleaned form my own experience in transitioning from software engineer, to software engineering manager, to director of software engineering.
Coni Judge is an executive coach who works with senior leaders, especially introverted women, to help them communicate effectively, project confidence, and achieve personal and professional goals. She also consults with large companies undergoing change to engage employees, drive performance, and motivate behavior change. Judge is a speaker and author of books on topics like self-esteem, executive presence, and building positive organizational culture.
Vertical Leadership Consulting promotes a holistic approach to leadership development, focusing on both outer game skills (knowledge, competencies, behaviors) and inner game development (thinking capabilities, complexity of thought). The document outlines three ways leaders can develop their complexity of thinking: continuous learning cycles, deliberate practice in learning/thinking/deciding, and iterative decision/collaboration tools. It also notes the importance of measuring and setting conditions to spark vertical development.
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
The best performing companies in the world rely on High Performing Teams to set new directions for innovation and results. The steps in this presentation will orient you to the most critical areas for developing a high performing team in your company.
This document discusses the importance of teamwork in business. It defines teamwork as the combination of team and work, and lists types of teamwork like problem solving and self-managed teams. The document presents a team effectiveness model with factors like resources, leadership, composition, and work design that influence team effectiveness. Some benefits of teamwork mentioned are increased work efficiency, improved employee relations, and learning opportunities. It concludes that great things are never accomplished by individuals alone but through collaborative team efforts.
This document discusses key elements of agile HR. It outlines 5 trademarks of agile organizations, including a clear focus on customers, cross-functional teams, rapid iterations, self-managed teams, and flexible technology. It also lists 18 practices for organizational agility. The document then examines how HR can support agile organizations and work agilely itself through practices like leading by example, adapting HR processes through rapid iteration and experimentation, using HR technology flexibly, and taking a guerrilla approach to change.
Agile HR at Faster Horses - Transforming the Employee ExperienceYusuf Okucu
Henry Ford is quoted as saying "If I had asked people what they wanted, they would have said faster horses." In 3 sentences:
The document discusses agile HR practices and transforming performance reviews from annual and manager-led to ongoing and employee-owned. It proposes using techniques like open space to collaboratively identify how the organization can become a place for employees to grow and develop. Sample problem statements, questions, and personas are provided to illustrate how open space can be used to discuss feedback culture and performance reviews.
The document discusses fostering self-organizing teams. It covers several models for skills acquisition, team development, and leadership approaches. These include the Dreyfus model, Tuckman's stages of group development, and situational leadership. It also outlines attributes of self-organizing teams such as supportive context, goals, and diverse skills. The role of the ScrumMaster in enabling team autonomy is discussed through progressive delegation.
"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/
ScrumDay Vietnam 2013: Building Reliable Agile Teams - Lê Văn TuấnVu Hung Nguyen
Giới thiệu
ScrumDay là một chuỗi hội thảo phi lợi nhuận chuyên sâu về phương pháp phát triển phần mềm Agile\Scrum, sự kiện này được diễn ra tại nhiều thành phố trên thế giới. Năm 2012, lần đầu tiên Cộng đồng Scrum tại Hà Nội đã tổ chức ScrumDay và đạt được nhiều thành công tốt đẹp. Đến 2013, ScrumDay với chủ đề “Transition” mong muốn tiếp tục là Ngày hội của cộng đồng Scrum Hà Nội với các mục đích:
Giới thiệu và thúc đẩy sự phát triển Agile\Scrum
Phát triển một cộng đồng Agile\Scrum lớn mạnh ở Việt Nam từ đó góp phần đổi mới và phát triển ngành phát triển phần mềm Việt Nam
Chia sẻ kinh nghiệm triển khai từ những người thực hành và chuyên gia
Hỗ trợ các Công ty\Tổ chức trong việc áp dụng và thực hành phương pháp Agile\Scrum
Khác với ScrumDay 2012 nội dung đề cập tới hầu hết các khía cạnh căn bản trong Agile\Scrum, đối tượng trải rộng từ sinh viên\developer tới những nhà quản lý, hội nghị năm nay với chủ đề là “Transition” và hướng tới các đối tượng như sau:
Giám đốc\Quản lý doanh nghiệp trong lĩnh vực phần mềm: những người mong muốn thấu hiểu khách hàng hơn, đáp ứng tốt hơn nguyện vọng của họ để phát triển kinh doanh.
Các CTO: những người đang đau đầu với sự thay đổi quá nhanh của Công nghệ, muốn có một công cụ mạnh hơn cho chiến lược công nghệ tại công ty
Team Leader: Những người mong muốn xây dựng một team mạnh Các Tech Startup founders: Những người luôn muốn tạo ra sản phẩm đột phá "disrupt the market"
Salesperson\Marketer: Những người muốn áp dụng Agile\Scrum vào công việc của mình
Những Nhà thực hành và nghiên cứu Agile\Scrum: những người đam mê và thực hành triết lý Agile, những người có đam mê chia sẻ hiểu biết để cùng nhau xây dựng một cộng đồng Agile mạnh tại Việt Nam, góp phần thúc đẩy sự phát triển của ngành.
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!
What are all the things you think about and take care of when you invite people for a little party? Lots of decisions and many invisible actions are happening beforehand. In the English language there is a nice word that captures this all: hosting. But you cannot only host parties, also conversations and collective learning processes benefit from good hosting. And it is not the same as ‘facilitating the meeting’. Can you image you would facilitate a dinner with friends or family? Hosting is different, it goes deeper and is beyond facilitation. The term Art of Hosting and Harvesting Conversations That Matter contains many elements: the convening, inviting, holding and guiding the conversations. This hosting practice and methodology is also known as the art of participatory leadership.In participatory leadership we want, just as in a successful party, that everyone can join in, feels safe and OK. Art of Hosting is crucial in the future of work, in a world where we no longer separate thinking from doing, in a world where everyone’s voice matters. Whether it is in your community, an Agile transformation or teams doing BAU.
The document discusses how adopting Agile practices has changed HR work at Titansoft. It outlines 3 key changes: 1) Creating a more engaging company culture focused on feedback, transparency, and continuous learning. 2) Implementing non-traditional HR practices like salary transparency, flexible work hours, and self-managed teams. 3) Applying Agile concepts like minimal planning, feedback loops, and retrospectives to HR projects and processes. The changes helped improve employee engagement and retention while reducing individual manager workloads.
This document provides an outline for developing a business plan. It includes sections for purpose, vision, sequence of steps, SWOT analysis, business plan components, uniqueness, competition, management team, and next steps. The overall purpose is to guide the user in thinking through all aspects of starting a new business from defining goals and needs to addressing strengths, weaknesses, opportunities, threats, products, markets, and competition.
1. The document proposes inviting all employees in a company or department to self-organize around improving agile practices through iterative open space events held every 2-4 months.
2. It suggests the root causes of issues with agile adoption include company culture, lack of middle manager buy-in, and lack of employee engagement, and that self-organization could help address these.
3. Concerns raised include whether employees have sufficient agile knowledge and whether senior leaders will truly support the approach, though incremental changes are hoped to gain support and remove impediments over time.
The document provides the results of Ahmed Okasha's personality assessment test, which evaluated his strengths across 6 personality traits and preferred work environment factors. His top 3 personality strengths were Analysis, Decision, and Creation. His top preferred work environment factors were Attention to detail, Fact-orientated, and Willingness to take risks. The assessment also outlined his motivations, work-life balance preferences, and top personal skills.
This document discusses 11 steps for high-performing teams: 1) Purpose 2) Vision 3) Values 4) DNA 5) Strategic Drivers 6) Roadmap 7) Objectives 8) Visual Management 9) Operating Rhythm 10) Continuous Improvement 11) Metrics. It provides details on each step and emphasizes the importance of alignment, direction, rhythm and review for teams to perform at their best. Examples are given for how different organizations have implemented various steps like visual management and continuous improvement.
This document discusses establishing a clear vision, mission, values, and goals for an organization through a workshop led by a Transformation Coach. It notes that these are often unclear or defined differently, creating obstacles to success. The workshop aims to put clear meaning to these terms specific to the business team in order to speed up decision making, focus resources efficiently, and ensure actions build toward the future. The goals are to establish these foundational elements and provide a framework for an effective mission statement and understanding how vision and values relate to successful behaviors and practices.
Succeeding as a New Leader in TechnologyNate Brown
Navigating the transition from individual contributor to leader can be a difficult endeavor if you are not properly prepared. This transition represents a paradigm shift on many different levels. As you progress in your career, you will undoubtedly encounter this transition. You must be mentally and emotionally prepared to change behaviors and thought patterns that you may have developed over your career to that point.
We will discuss some tips that I have gleaned form my own experience in transitioning from software engineer, to software engineering manager, to director of software engineering.
Coni Judge is an executive coach who works with senior leaders, especially introverted women, to help them communicate effectively, project confidence, and achieve personal and professional goals. She also consults with large companies undergoing change to engage employees, drive performance, and motivate behavior change. Judge is a speaker and author of books on topics like self-esteem, executive presence, and building positive organizational culture.
Vertical Leadership Consulting promotes a holistic approach to leadership development, focusing on both outer game skills (knowledge, competencies, behaviors) and inner game development (thinking capabilities, complexity of thought). The document outlines three ways leaders can develop their complexity of thinking: continuous learning cycles, deliberate practice in learning/thinking/deciding, and iterative decision/collaboration tools. It also notes the importance of measuring and setting conditions to spark vertical development.
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
The best performing companies in the world rely on High Performing Teams to set new directions for innovation and results. The steps in this presentation will orient you to the most critical areas for developing a high performing team in your company.
This document discusses the importance of teamwork in business. It defines teamwork as the combination of team and work, and lists types of teamwork like problem solving and self-managed teams. The document presents a team effectiveness model with factors like resources, leadership, composition, and work design that influence team effectiveness. Some benefits of teamwork mentioned are increased work efficiency, improved employee relations, and learning opportunities. It concludes that great things are never accomplished by individuals alone but through collaborative team efforts.
This document discusses key elements of agile HR. It outlines 5 trademarks of agile organizations, including a clear focus on customers, cross-functional teams, rapid iterations, self-managed teams, and flexible technology. It also lists 18 practices for organizational agility. The document then examines how HR can support agile organizations and work agilely itself through practices like leading by example, adapting HR processes through rapid iteration and experimentation, using HR technology flexibly, and taking a guerrilla approach to change.
Agile HR at Faster Horses - Transforming the Employee ExperienceYusuf Okucu
Henry Ford is quoted as saying "If I had asked people what they wanted, they would have said faster horses." In 3 sentences:
The document discusses agile HR practices and transforming performance reviews from annual and manager-led to ongoing and employee-owned. It proposes using techniques like open space to collaboratively identify how the organization can become a place for employees to grow and develop. Sample problem statements, questions, and personas are provided to illustrate how open space can be used to discuss feedback culture and performance reviews.
The document discusses fostering self-organizing teams. It covers several models for skills acquisition, team development, and leadership approaches. These include the Dreyfus model, Tuckman's stages of group development, and situational leadership. It also outlines attributes of self-organizing teams such as supportive context, goals, and diverse skills. The role of the ScrumMaster in enabling team autonomy is discussed through progressive delegation.
"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/
ScrumDay Vietnam 2013: Building Reliable Agile Teams - Lê Văn TuấnVu Hung Nguyen
Giới thiệu
ScrumDay là một chuỗi hội thảo phi lợi nhuận chuyên sâu về phương pháp phát triển phần mềm Agile\Scrum, sự kiện này được diễn ra tại nhiều thành phố trên thế giới. Năm 2012, lần đầu tiên Cộng đồng Scrum tại Hà Nội đã tổ chức ScrumDay và đạt được nhiều thành công tốt đẹp. Đến 2013, ScrumDay với chủ đề “Transition” mong muốn tiếp tục là Ngày hội của cộng đồng Scrum Hà Nội với các mục đích:
Giới thiệu và thúc đẩy sự phát triển Agile\Scrum
Phát triển một cộng đồng Agile\Scrum lớn mạnh ở Việt Nam từ đó góp phần đổi mới và phát triển ngành phát triển phần mềm Việt Nam
Chia sẻ kinh nghiệm triển khai từ những người thực hành và chuyên gia
Hỗ trợ các Công ty\Tổ chức trong việc áp dụng và thực hành phương pháp Agile\Scrum
Khác với ScrumDay 2012 nội dung đề cập tới hầu hết các khía cạnh căn bản trong Agile\Scrum, đối tượng trải rộng từ sinh viên\developer tới những nhà quản lý, hội nghị năm nay với chủ đề là “Transition” và hướng tới các đối tượng như sau:
Giám đốc\Quản lý doanh nghiệp trong lĩnh vực phần mềm: những người mong muốn thấu hiểu khách hàng hơn, đáp ứng tốt hơn nguyện vọng của họ để phát triển kinh doanh.
Các CTO: những người đang đau đầu với sự thay đổi quá nhanh của Công nghệ, muốn có một công cụ mạnh hơn cho chiến lược công nghệ tại công ty
Team Leader: Những người mong muốn xây dựng một team mạnh Các Tech Startup founders: Những người luôn muốn tạo ra sản phẩm đột phá "disrupt the market"
Salesperson\Marketer: Những người muốn áp dụng Agile\Scrum vào công việc của mình
Những Nhà thực hành và nghiên cứu Agile\Scrum: những người đam mê và thực hành triết lý Agile, những người có đam mê chia sẻ hiểu biết để cùng nhau xây dựng một cộng đồng Agile mạnh tại Việt Nam, góp phần thúc đẩy sự phát triển của ngành.
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!
What are all the things you think about and take care of when you invite people for a little party? Lots of decisions and many invisible actions are happening beforehand. In the English language there is a nice word that captures this all: hosting. But you cannot only host parties, also conversations and collective learning processes benefit from good hosting. And it is not the same as ‘facilitating the meeting’. Can you image you would facilitate a dinner with friends or family? Hosting is different, it goes deeper and is beyond facilitation. The term Art of Hosting and Harvesting Conversations That Matter contains many elements: the convening, inviting, holding and guiding the conversations. This hosting practice and methodology is also known as the art of participatory leadership.In participatory leadership we want, just as in a successful party, that everyone can join in, feels safe and OK. Art of Hosting is crucial in the future of work, in a world where we no longer separate thinking from doing, in a world where everyone’s voice matters. Whether it is in your community, an Agile transformation or teams doing BAU.
The document discusses how adopting Agile practices has changed HR work at Titansoft. It outlines 3 key changes: 1) Creating a more engaging company culture focused on feedback, transparency, and continuous learning. 2) Implementing non-traditional HR practices like salary transparency, flexible work hours, and self-managed teams. 3) Applying Agile concepts like minimal planning, feedback loops, and retrospectives to HR projects and processes. The changes helped improve employee engagement and retention while reducing individual manager workloads.
This document provides an outline for developing a business plan. It includes sections for purpose, vision, sequence of steps, SWOT analysis, business plan components, uniqueness, competition, management team, and next steps. The overall purpose is to guide the user in thinking through all aspects of starting a new business from defining goals and needs to addressing strengths, weaknesses, opportunities, threats, products, markets, and competition.
The document discusses outcome-based evaluation in museums and what they can learn from evaluation approaches. It outlines how museums have shifted from focusing on "education" to "learning" and have sought to demonstrate the impact of their programs on learners. Generic learning outcomes and generic social outcomes provide common frameworks to measure impact in a systematic way and move beyond anecdotes to credible evidence. The document recommends a "mosaic approach" to evaluation that uses both quantitative and qualitative data from various sources to build a comprehensive picture of a project's outcomes. It provides examples of data collection methods museums can use and emphasizes the importance of collecting feedback creatively from various stakeholders.
Presentation by Paul Manners at Engage 2009, University of Bristol. The presentation introduces the National Coordinating Centre for Public Engagement and the Beacons for Public Engagement.
Presentation by Steven Hill of Research Councils UK at Engage 2009, University of Bristol. The presentation outlines the expectations the public and the government have of universities, and the Research Councils' strategy and support for public engagement.
The document discusses various funding opportunities for public engagement projects in three areas:
1. Dedicated public engagement funding streams from sources like research councils, trusts, and foundations that provide small pots of money largely focused on science.
2. Research grants from sources like research councils that allow public engagement activities to be included and funded as part of the grant to contribute to research impact.
3. Partnership working that can provide in-kind contributions and help share costs and organizational burden to increase relevance and success of projects.
The document discusses various funding possibilities for research including research grants from research councils, charities, and foundations. It also mentions contract research, consultancy, and Knowledge Transfer Partnerships as potential sources of funding. The document concludes that public engagement can be included in many types of research projects, but researchers should be specific about the engagement plans and draw on diverse resources and expertise.
This document discusses fundraising from trusts and foundations for the Centenary Campaign. It notes that trusts and foundations have a wide variety of interests, geographic focuses, application processes, restrictions, and grant sizes to consider when approaching them for donations. Examples of applications to trusts and foundations are also mentioned.
Three public events in and around Bristol in March include:
1) Tours of the Wills Memorial tower on March 1st and 5th, providing views of Bristol from the top.
2) A talk on March 3rd about digital literacy and how digital media can engage students in learning.
3) An inaugural lecture on March 11th discussing whether better animal welfare is an opportunity or obligation.
This document discusses engaging the public with synthetic biology. It notes that most of the public is unfamiliar with synthetic biology and some associate it with unnatural concepts. Public attitudes depend on trust in synthetic biologists and perceived benefits. The document recommends clear communication to positively impact these factors. It suggests various engagement methods like science cafes, exhibitions, and consultations to demonstrate research impact and enhance communication. Media engagement is also discussed as an opportunity to discuss benefits and risks.
The Royal Society Summer Science Exhibition is a major London-based event that illustrates the cutting-edge of UK science and technology. It is an opportunity for the public, directly and through the national media, to find out more about the UK's science and meet the minds behind it. There were 26 exhibits accepted from all over the UK, including two submissions from the University of Bristol. Visitors to the exhibition included members of the Royal Family, business and academic pioneers, MPs and Civil Servants, schools groups and the general public.
The Eye Tribe – первый бюджетный eye trackerMaria Chaykina
Подробная статья про eye tracker Theeyetribe здесь: http://uxify.it/theeyetribe-eye-tracker/
Совсем недавно Eye tracking был роскошью. Только крупные компании могли позволить себе купить ай-трекинговое оборудование и программное обеспечение; его стоимость могла достигать цифр в $30.000 и даже выше. Однако технологии развиваются стремительно и становятся все более дешевыми. Совсем недавно вышел первый бюджетный Eye tracker по очень и очень низкой цене всего $99. Этот eye tracker должен вывести весь рынок на новый уровень.
The document appears to be a collection of photos from Athens in the 1970s, showing landmarks like the American Embassy, Syntagma Square, Omonia Square, Plaka, and churches. It references the prices of common items at the time like souvlaki and lemonade when the dollar exchanged for 30 drachmas. Sheep were seen crossing streets and scenes like the cavalry in Michalakopoulou Street capture what Athens was like back when Greece still had a king.
This document describes a classroom activity for developing sensory writing. Students are given a folded writing organizer to guide them through the writing process. First, they brainstorm details about the topic using their five senses. They then outline an introduction, body paragraphs, and conclusion, developing "hooks" for each section. Students draft their writing based on the outline. They then review and revise their work before publishing. The goal is to help students turn basic words into more descriptive, powerful language through a structured sensory writing exercise.
This document discusses how to measure the core elements needed to attract and retain talented employees. Gallup research found that business units were more productive when employees answered positively to 12 key questions about their workplace. The questions relate to whether employees know what is expected of them, have the necessary tools and materials to do their work, feel their opinions count, and have opportunities to learn and grow. Business outcomes like productivity, profitability, employee retention, and customer satisfaction are correlated to how employees respond to these 12 questions. The document then discusses how great managers select for talent rather than just experience, set the right outcomes rather than steps, focus on strengths over weaknesses, and find the right fit for employees rather than just promoting them up the ladder.
Here are the key lessons learned from this chapter on mergers and acquisitions:
- Cultural fit is as important as strategic fit when merging companies. The cultures need to be aligned.
- Integration of the acquired company needs to happen quickly, within 90 days, to avoid conflicts from different management strategies.
- Don't assume the acquired company's management is inferior - place talent managers where they fit best.
- Avoid spending too much to purchase a company that may never be paid off.
- Both accepting and resisting individuals from the acquired company should be considered based on their skills, not just their view of change.
Mastering Management Insights from First Break All the Rules.pptxAS Design
Discover the keys to effective leadership and managerial success with this comprehensive presentation based on Marcus Buckingham's seminal work, "First, Break All the Rules." Dive into a treasure trove of insights and actionable strategies distilled from Buckingham's research on exceptional managers. From identifying talent and maximizing strengths to fostering employee engagement and driving performance, this presentation covers it all. Whether you're a seasoned manager seeking to refine your skills or an aspiring leader eager to learn from the best, this resource-packed presentation is your roadmap to managerial greatness. Explore the groundbreaking principles outlined in "First, Break All the Rules" and revolutionize your approach to leadership today!
This document discusses the key factors that differentiate good companies from great companies. It emphasizes that greatness is a choice, not determined by circumstances alone. To become great, companies must focus on both what to do as well as what not to do. Specifically, the document recommends getting the right people on the bus and in the right seats, developing self-discipline at the individual, action, and people levels, and cultivating a paradoxical blend of humility and will as an executive leader.
This document discusses soft skills and the Enneagram personality typing system. It explains that soft skills are interpersonal skills important for relationships and job performance, while hard skills are specific abilities. The document then describes a staff training session on the Enneagram where participants learned about the 9 personality types and identified their own. After the training, the staff reported improved workplace relationships and productivity by better understanding individual differences and strengths. The document encourages reading more about the Enneagram and taking a quiz to identify types.
Presentation for the Library Association of Ireland's Career Development Group's Annual Seminar and AGM by Hugh Murphy, Senior Librarian, Collection Management Services, Maynooth University Library
Webinar - Learn How To Upgrade From Executive To Leader PPTAbhishek Prasoon
My Journey from Executive to Leader
The document provides an outline for a webinar on upgrading from an executive to a leader. The summary includes:
- The webinar will discuss the speaker's journey from executive to leader, including establishing yourself as a brand through networking and writing, managing up to build relationships with higher management, and leading without formal authority.
- It will also provide tips on overcoming a mid-career crisis through self-reflection and skills upgrading, and developing soft skills like communication, emotional intelligence, and productivity hacks.
- The outline includes a section on volunteering to gain experience and job searching skills as essential for career progression.
The document provides guidance on leading a team through focusing on purpose, performance, and people. It discusses setting a clear team purpose and vision, tracking key performance indicators to drive results, and supporting both the outer goals and inner development of each team member. The overall message is that an effective leader must align their team around a shared purpose, hold them accountable to high performance standards, and invest in the personal growth of each individual.
In this session, I talk about how anyone can start practicing leadership, no matter what point you’re at in your career. Through the lens of a UX crafter, I talk about leadership qualities, goal setting, and how to balance growing leadership and technical skills together. I talk about how leadership skills can help you today, give you ideas for your next one-on-one with your boss or mentor, and offer a sneak peak at some of the new challenges that await those who move into management roles (spoiler - management is just one form of leadership!).
It’s easy to confuse leadership with just a title and step in your career, but when we reframe it as a set of skills we can learn, it suddenly becomes a lot more accessible, relevant, and maybe even inspiring for those looking at developing themselves in new ways. As we learn about new tech, tools, and creative opportunities, let’s take some time to invest in how we communicate, grow, and can have new impact on our work.
The book provides strategies for building strong HR practices that inspire employees. It discusses developing your own HR career by finding passion and fit in your work. The first part focuses on lessons learned, including dealing with critics, developing trust with managers, and knowing when to leave a job. It emphasizes continuous learning, questioning authority respectfully, and taking a stand for what is right. The book provides guidance on reviewing your career progress annually and knowing it's time to leave if you are no longer growing in your current role. It aims to help HR professionals build rewarding careers and create engaging workplaces.
This chapter introduces key concepts in management including:
- Organizations are social systems that allow people to achieve collective goals through coordinated activities. Managers play important roles in planning, organizing, leading, and controlling organizational activities.
- Managers derive their authority from their position in the organizational hierarchy and are responsible for setting objectives, allocating resources, and ensuring performance is monitored.
- Management functions include planning future activities, organizing work, leading and motivating employees, and controlling performance. Effective management is needed to coordinate work and resolve conflicts that arise.
- Managers exercise different types of power derived from their position, expertise, or relationships. Leadership styles range from transactional to transformational. Managing change requires
Strengths in Teams - UACPA 2016 Leadership AcademyDan Griffiths
It’s in our nature to associate with others that are just like us. The trouble is that teams tend to perform better when composed of members that have different, but complementary strengths. In this session, learn how to: Build a team on the foundation of shared values. Assemble and lead high-performing teams. Leverage the unique strengths of each team member to enhance team performance.
The No-Nonsense Framework for Closing the Strategy-Execution Gap
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
The career management process begins with setting goals/objectives. A relatively specific goal/objective must be formulated. This task may be quite difficult when the individual lacks knowledge of career opportunities and/or is not fully aware of their talents and abilities. However, the entire career management process is based on the establishment of defined goals/objectives whether specific or general in nature. Utilizing career assessments may be a critical step in identifying opportunities and career paths that most resonate with someone. Career assessments can range from quick and informal to more indepth. Regardless of the ones you use, you will need to evaluate them. Most assessments found today for free (although good) do not offer an in-depth evaluation.
How to recruit, train and motivate employeesBizLaunch
This document provides guidance on how to recruit, train, and motivate employees. It discusses finding great candidates through your network, websites, and competitors. The interview process should identify key skills and determine fit. New hires need orientation and regular training. Employees want job security, fair pay, and recognition. Motivate staff through performance reviews, listening, and praise. Develop a great team by empowering people and being a strong yet caring leader focused on vision, relationships, and innovation.
This document discusses servant leadership and provides resources on the topic. It defines servant leadership as having a natural feeling of wanting to serve others first. Several principles of servant leadership are described, such as listening, empathy, and commitment to the growth of people. The document encourages experiments with leadership behaviors and interactions with others to build trust within organizations. It provides a list of books and articles on servant leadership and agile leadership that were resources for the presentation.
This document provides information about unconventional leadership programs from FocusU Facilitators. It discusses the philosophy of FocusU, which is that engagement and fun are important for learning. It then summarizes several workshop programs FocusU offers on topics like coaching, leadership bytes, women's leadership, influence without authority, improv for leadership, leading change, accountability, Emergenetics for leadership, leadership presence, conflict management, building psychological safety, influencing through stories, and a leadership challenge. It includes testimonials from past clients praising FocusU workshops. In the end it lists some client companies and contact information.
2. A New and Powerful Book
by Stephen J. Blakesley
• A book for those who want to improve
their performance
• A book for those who want to help others
to improve
• A book for organizations with both people
and performance needs
• Finally, a book for both manager/executive
and employee
3. 14 Powerful Chapters
Part 1 Part 2
• What is superior performance? • Too Busy to hire good people
• Who can be a superior • No Clarity
performer? • Defining Competencies
• Job Fit – the power of it • The Interview
• Job Competencies • The Environment
• Work Strategies • Talent is Worthless,
• Emotional Competencies Performance is Priceless
• Organization Emotional • Now Coach?
Awareness
9. Chapter VI
Emotional Competence – The Passion For It!
• Self Awareness
• Self Management
• Other Awareness
• Other Management
10. Chapter VII
Organizational Emotional Intelligence
• The Environment
• Building Leaders vs. Leading Managers
• Hiring Passion
• Team Building
• Work/Live Balance
• Self Awareness
• Compensate Fairly
• Commit
11. Chapter VIII
Too Busy?
• Are they really too busy?
• What is really important?
12. Chapter IX
No Clarity
• How do we know?
• Who can tell?
13. Chapter X
Defining the Competencies
• Knowing what they are
• Know how to use them
14. Chapter XI
The Interview
• Candidates know the most
• At least 1/3
15. Chapter XII
Environment, What Environment?
• Most leave managers not companies
• Everyone wants to get better
16. Chapter XIII
Talent is Worthless, Performance is Priceless
• I don’t know how to use it
• I need to know why
17. Chapter XIV
Now Coach?
• Even the most talented need coaching
• Not everyone is equipped
18. Purchase “THE TARGET” for
every hiring manager in your
organization.
Contact: Info@gmstalent.com
for your autographed copy of
this indispensable talent tool.