Transformer votre gestion de portefeuille pour une entreprise Lean à l'aide d...Agile Montréal
Plusieurs organisations ont commencé à transformer leurs programmes et leurs équipes en mode agile, mais continuent toutefois à gérer leurs portefeuilles en mode traditionnel ou hybride, ce qui ralentit considérablement la transformation et la rend plus complexe et moins productive.
La transformation Lean Agile est basée sur la pensée système ‘system thinking’. La gestion Lean Agile de portefeuille est une composante maîtresse pour réussir cette transformation.
Après avoir clarifier le concept, les défis et les changements introduits par la gestion de portefeuille Lean Agile, selon SAFe,
Je partage avec vous mes trois années d'expérience dans la mise en œuvre de SAFe au niveau de la gestion de portefeuille.
Je vous présente les compétences nécessaires pour réussir cette transition à savoir :
* État d'esprit Lean Agile
* Gestion de Flux de valeur de bout en bout
* Les rôles et le mode collaboratif
* La Gouvernance, la cadence et les évènements de synchronisation
* Bâtir une culture de changement par une gestion de changement itérative
Ali Bentaleb
Entrada spent 2014 working with firms who wanted competitive advantage through better resourcing.
We learnt some lessons on what questions companies ask themselves to inform strategy, how they view the shape of their businesses, what market trends were deemed significant and the ideas on new ways to deliver great outcomes to clients without compromising on price OR quality (sorry Porter!).
We also honed our own strategy: now planning to spend 2015 focused on developing and providing versatile on-shore talent to partner with firms who want the flexibility of a contingent workforce but the integrity of a consultancy.
We look forward to continuing work with firms who want recruitment-agency free growth, strategic resourcing and augmented project delivery, who can recognise a value-add relationship when they see one.
Happy strategy.
Logistics Executive Business Services is a strong and stable partner that can help transform your enterprise. Our consulting practice is adept, decisive and innovative and covers three aspects that are critical to all businesses. We have relationships with global, regional and country Supply Chain and Business Experts that assist our clients.
Chazey Partners - Your Business Services Partner Chazey Partners
The brochure gives you an edgy information on how Chazey Partners - a practitioners-led global advisory business - works with shared services leaders globally to deliver world-class operations
Transformer votre gestion de portefeuille pour une entreprise Lean à l'aide d...Agile Montréal
Plusieurs organisations ont commencé à transformer leurs programmes et leurs équipes en mode agile, mais continuent toutefois à gérer leurs portefeuilles en mode traditionnel ou hybride, ce qui ralentit considérablement la transformation et la rend plus complexe et moins productive.
La transformation Lean Agile est basée sur la pensée système ‘system thinking’. La gestion Lean Agile de portefeuille est une composante maîtresse pour réussir cette transformation.
Après avoir clarifier le concept, les défis et les changements introduits par la gestion de portefeuille Lean Agile, selon SAFe,
Je partage avec vous mes trois années d'expérience dans la mise en œuvre de SAFe au niveau de la gestion de portefeuille.
Je vous présente les compétences nécessaires pour réussir cette transition à savoir :
* État d'esprit Lean Agile
* Gestion de Flux de valeur de bout en bout
* Les rôles et le mode collaboratif
* La Gouvernance, la cadence et les évènements de synchronisation
* Bâtir une culture de changement par une gestion de changement itérative
Ali Bentaleb
Entrada spent 2014 working with firms who wanted competitive advantage through better resourcing.
We learnt some lessons on what questions companies ask themselves to inform strategy, how they view the shape of their businesses, what market trends were deemed significant and the ideas on new ways to deliver great outcomes to clients without compromising on price OR quality (sorry Porter!).
We also honed our own strategy: now planning to spend 2015 focused on developing and providing versatile on-shore talent to partner with firms who want the flexibility of a contingent workforce but the integrity of a consultancy.
We look forward to continuing work with firms who want recruitment-agency free growth, strategic resourcing and augmented project delivery, who can recognise a value-add relationship when they see one.
Happy strategy.
Logistics Executive Business Services is a strong and stable partner that can help transform your enterprise. Our consulting practice is adept, decisive and innovative and covers three aspects that are critical to all businesses. We have relationships with global, regional and country Supply Chain and Business Experts that assist our clients.
Chazey Partners - Your Business Services Partner Chazey Partners
The brochure gives you an edgy information on how Chazey Partners - a practitioners-led global advisory business - works with shared services leaders globally to deliver world-class operations
Within 8 years of its inception, NDPL is now deemed as the benchmark organization in Indian electricity distribution sector. Tata Business Excellence Model (TBEM) has been the chosen framework to build sustainability. Process improvements and employee engagement are the central concepts of TBEM. In late 2007 we deployed an innovative initiative called SHINE in this regard. SHINE flourishes on employees’ ideas, creativity and gap identification based on data analysis. More importantly, it is a holistic approach and provides a user-friendly system for the users / innovators. It is non-prescriptive in terms of usage of tool(s). SHINE works on principles of ‘distributed leadership’, ‘empowerment to all’ and ‘challenge the status quo’. This paper tries to capture the concept, and pains & gains in this journey of NDPL.
Are you ready for new ways of working that can improve your teams? Would you like to know how self-organized teams are more productive? Would you be interested in keeping employees motivated? All these issues and many more were discussed by our coach. #XACT (Xebia Agile Consulting & Transformation) vertical of #XEBIA successfully held a webinar "#Agile for Managers" on 22nd July 2013. Thanks for the overwhelming response and the interest shown by all 400 professionals across the community. If interested in attending such #webinars, write to me at pgulati@xebia.com
- Working with Ukrainians / Doing business with Ukrainians.
- Create an awareness of the cultural differences.
- Explain what you can expect when meeting and working with Ukrainians.
- Reduce communication issues.
Get Things Done! - Outlook 2010 configurationPatrick Tahiri
When you are bombarded with several tens of or hundreds of emails a day and your brain get overloaded…
Take control on your Inbox!
Inspired by the GTD method – David Allen.
- Working with Ukrainians / Doing business with Ukrainians.
- Create an awareness of the cultural differences.
- Explain what you can expect when meeting and working with Ukrainians.
- Reduce communication issues.
- Working with Spaniards / Doing business with Spaniards.
- Create an awareness of the cultural differences.
- Explain what you can expect when meeting and working with Spaniards.
- Reduce communication issues.
Working with Spaniards / Doing business with Spaniards.
- Create an awareness of the cultural differences.
- Explain what you can expect when meeting and working with Spaniards.
- Reduce communication issues.
Virtual Teams Collaboration Facilitation (seminar)Patrick Tahiri
My approach to facilitate collaboration and communication within virtual teams in global IT environment: operational teams, project teams, technical teams and functional teams.
Virtual teams - improve: Clarity - Motivation and engagement - Performance.
Tea with TiE session.
We introduce TiE Bangalore Chapter to our new members. More information about TiE and membership: https://bangalore.tie.org
Don't hesitate, join us!
Developing a learning and development (L&D) blueprint means aligning strategy, determining how you can best source and deliver training to your people, and supporting long-term development in your organization. Drawing upon examples from likely and unlikely sources, we’ll discuss how to design and build a winning L&D team.
TSI - 2015 service offering emphasizing TECHNOLOGY EXPERTISEDan Feely
TSI - 2015 service offering emphasizing TECHNOLOGY EXPERTISE
This is TSI's Service Offering that highlights how we help growing organizations with their most important technology strategy challenges.
Within 8 years of its inception, NDPL is now deemed as the benchmark organization in Indian electricity distribution sector. Tata Business Excellence Model (TBEM) has been the chosen framework to build sustainability. Process improvements and employee engagement are the central concepts of TBEM. In late 2007 we deployed an innovative initiative called SHINE in this regard. SHINE flourishes on employees’ ideas, creativity and gap identification based on data analysis. More importantly, it is a holistic approach and provides a user-friendly system for the users / innovators. It is non-prescriptive in terms of usage of tool(s). SHINE works on principles of ‘distributed leadership’, ‘empowerment to all’ and ‘challenge the status quo’. This paper tries to capture the concept, and pains & gains in this journey of NDPL.
Are you ready for new ways of working that can improve your teams? Would you like to know how self-organized teams are more productive? Would you be interested in keeping employees motivated? All these issues and many more were discussed by our coach. #XACT (Xebia Agile Consulting & Transformation) vertical of #XEBIA successfully held a webinar "#Agile for Managers" on 22nd July 2013. Thanks for the overwhelming response and the interest shown by all 400 professionals across the community. If interested in attending such #webinars, write to me at pgulati@xebia.com
- Working with Ukrainians / Doing business with Ukrainians.
- Create an awareness of the cultural differences.
- Explain what you can expect when meeting and working with Ukrainians.
- Reduce communication issues.
Get Things Done! - Outlook 2010 configurationPatrick Tahiri
When you are bombarded with several tens of or hundreds of emails a day and your brain get overloaded…
Take control on your Inbox!
Inspired by the GTD method – David Allen.
- Working with Ukrainians / Doing business with Ukrainians.
- Create an awareness of the cultural differences.
- Explain what you can expect when meeting and working with Ukrainians.
- Reduce communication issues.
- Working with Spaniards / Doing business with Spaniards.
- Create an awareness of the cultural differences.
- Explain what you can expect when meeting and working with Spaniards.
- Reduce communication issues.
Working with Spaniards / Doing business with Spaniards.
- Create an awareness of the cultural differences.
- Explain what you can expect when meeting and working with Spaniards.
- Reduce communication issues.
Virtual Teams Collaboration Facilitation (seminar)Patrick Tahiri
My approach to facilitate collaboration and communication within virtual teams in global IT environment: operational teams, project teams, technical teams and functional teams.
Virtual teams - improve: Clarity - Motivation and engagement - Performance.
Tea with TiE session.
We introduce TiE Bangalore Chapter to our new members. More information about TiE and membership: https://bangalore.tie.org
Don't hesitate, join us!
Developing a learning and development (L&D) blueprint means aligning strategy, determining how you can best source and deliver training to your people, and supporting long-term development in your organization. Drawing upon examples from likely and unlikely sources, we’ll discuss how to design and build a winning L&D team.
TSI - 2015 service offering emphasizing TECHNOLOGY EXPERTISEDan Feely
TSI - 2015 service offering emphasizing TECHNOLOGY EXPERTISE
This is TSI's Service Offering that highlights how we help growing organizations with their most important technology strategy challenges.
The return of the Jedii in 2012!
Capability presentation for Jedii Services Premier League, Business and Performance Improvement Consulting and Services.
Capturing the Real Value of IT Service ManagementWaterstons Ltd
Providers of IT services, can no longer afford to focus on technology, they must consider the quality of services they provide and their relationship with the business.
IT Service Management outlines how people, processes and technology can be used to increase the value that IT can bring to the business.
Through the implementation of a framework of improved processes, quick wins and a commitment to continuous improvement an IT service can be matured to offer a proactive and value focussed service which is aligned with the required business aims.
Practical examples will be used to demonstrate best practice and the potential benefits.
Adept specializes in training and certifications in the IT, Information Security, Project Management, and Governance/Compliance Field.
We offer classroom, private, and corporate in-house training all over the Middle East.
If agile is so great, why do we constrain it to software projectsJohn McIntyre
Over the last 25 years, adoption of agile techniques and methods on software projects has become the norm. But despite the massive uptake of agile, why do we continue to constrain it to our software projects? In this presentation, delivered at PMIs PMO Symposium 2016 in San Diego, John explores how PMOs can take agility to the next level by successfully integrating agile methodology into their business processes and by helping other areas of the business become more agile.
Make L&D Count - Shape a strong business case for L&DAlexandra Lederer
Workshop at Forward Government Learning Conference, July 2016 - Canberra, Australia
How often have we heard "demonstrate me the value of L&D"? or "the L&D budget will be cut this year" or seen little or inappropriate staffing levels in L&D?
Based on lessons learnt from experiences in large, mid-sized and start-up private organisations, the objective of this workshop is to take you through a pragmatic journey to shape a strong business case for your L&D.
By the end of the session you will have acquired hands-on processes and tools to help you:
- Assess the critical knowledge issues of your organisation and how to address them
- Get buy-in from stakeholders to support and sponsor your L&D strategy
- Measure and demonstrate the ROI of your learning initiatives
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Virtual Teambuilding in Global IT Environments (seminar)
1. - Patrick Tahiri -
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
IT Service Transitions in Global IT Environments:
- Virtual Teambuilding -
Patrick Tahiri
2. Short on me
IT Service Management – ITIL
15 years experience in IT Operations & Consulting
Team Leadership & Coaching
IT Offshoring & Virtual Team
Cross-cultural Communication
Project & Change Management
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
3. Service Transition – Delivery and Operation
Ability to relocate a service
and process effectively
IT Offshoring & Virtual Teams – Scope
Strategic assessment Why – How – What ?
Business case development Cost savings, Financial benefits, Operational benefits
Vendor selection Choosing vendor
Contracting Negotiations – Needs – Expectations – Compliance – Risks
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
4. Strategy
What do we want to
achieve?
IT Offshoring – Focus
Tactical
How do we work?
Operational
What we do!
ITIL Service Strategy ITIL Service Design ITIL Service Operation
ITIL Service Transition & Continual Service Improvements
Customer focus
Organization structure
Long term thinking
Process
Organization
Work practice / WI
Tools
Communication
Daily work
Teamwork
Deliverables
Support / Service
Culture &
Teamwork
Virtual team setup
What we understand?
What we communicate?
How we interacts?
Values & vision
Who do we want to be?
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
5. Strategy
What do we want to
achieve?
IT Offshoring – Focus
Tactical
How do we work?
Operational
What we do!
ITIL Service Strategy ITIL Service Design ITIL Service Operation
ITIL Service Transition & Continual Service Improvements
Culture &
Teamwork
?
Not aligned!
Sub-optimal
deliveries
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
6. Strategy
What do we want to
achieve?
IT Offshoring – ITIL is not enough
Tactical
How do we work?
Operational
What we do!
ITIL Service Strategy ITIL Service Design ITIL Service Operation
ITIL Service Transition & Continual Service Improvements
Culture &
Teamwork
Not aligned!
Sub-optimal
deliveries
People matters!
Engage & Motivate People!
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
7. Strategy
What do we want to
achieve?
Tactical
How do we work?
Operational
What we do!
ITIL Service Strategy ITIL Service Design ITIL Service Operation
ITIL Service Transition & Continual Service Improvements
Culture &
Teamwork
Virtual Team – Culture & Teamwork
Information | Know-how
Knowledge Sharing/Transfer
Trust| Motivation| Satisfaction
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
8. Strategy
What do we want to
achieve?
Tactical
How do we work?
Operational
What we do!
ITIL Service Strategy ITIL Service Design ITIL Service Operation
ITIL Service Transition & Continual Service Improvements
Culture &
Teamwork
Virtual Team – Culture & Teamwork
Information | Know-how
Knowledge Sharing/Transfer
Trust| Motivation| Satisfaction
Cross-Cultural Training
Teambuilding Knowledge Mgt.
Coaching for Change
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
9. Strategy Tactical Operational
ITIL Service Strategy ITIL Service Design ITIL Service Operation
ITIL Service Transition & Continual Service Improvements
Culture &
Teamwork
Virtual Team – Process & Knowledge Transfer
Information | Know-how
Knowledge Sharing/Transfer
Trust| Motivation| Satisfaction
Cross-Cultural Training
Teambuilding Knowledge Mgt.
Aligned!
Great place to work!
Happy customers!
Innovation!Innovation
Performance
New markets
Growth
Coaching for Change
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
10. Virtual Teambuilding – Approach
Initiation ImplementationPlanning Preparation
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
11. Virtual Teambuilding – Approach
Services and processes selection.
Organization and process mapping.
Assess environment.
Relationship building.
Analyze maturity and gap. Reporting.
Initiation
ImplementationPlanning Preparation
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
12. Virtual Teambuilding – Approach
Virtual team setup – Relationship building.
Offshore team leaders selection.
Collaboration tools: assess and selection.
Transition project planning.
Information.
Initiation Implementation
Planning
Preparation
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
13. Virtual Teambuilding – Approach
Documentation reviews.
Knowledge mapping – Process codification.
Implementation simulation.
Knowledge transfer – Offshore team leaders.
Cross-cultural Training & Teambuilding.
Initiation ImplementationPlanning
Preparation
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
14. Virtual Teambuilding – Approach
Initiation
ImplementationPlanning Preparation
Offshore visit.
Harmonization and improvements.
Handover.
Cross-cultural Training & Teambuilding.
Coaching – Developing a global mindset.
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
15. IT Offshoring Success
SuccessMetric
Time
None
Good Implementation
Good Technology & Tools
Virtual Teambuilding, Cross-cultural awareness
and Knowledge Transfer
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Patrick Tahiri
16. THANK YOU!
QUESTIONS?
Tahiri.no
Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Editor's Notes
Grunnlag for teambygging er at hver enkelt medarbeider kjenner seg selg og sine medarbeidere.
Culture eats strategy for breakfast! Yes! But a good strategy and operational approaches drive culture!
Culture eats strategy for breakfast. Why? Because even a beautifully conceived strategy won’t be executed the right way if people’s values and beliefs are not aligned. In other words, culture is not mandated; it is shaped from the beginning.
That’s why culture matters;
http://www.game-changer.net/2010/11/04/why-culture-matters/ Strategy drives culture:
A strategy is at it’s core a guide to behavior. A good strategy drives actions that differentiate the company and produce financial success. And culture is a direct result of what your organizations’ strategy is; including how and why you hire people.
EXECUTING YOUR STRATEGY MORE SUCCESSFULLY - End to end perspective: strategy analysis to design to behavior delivery.
Employee behavior is the lead indicator of strategy execution and organizational performance. An organization should aim to align the behavior of it’s employees wit the organization's strategy.
Behavior is observable and can be influenced to ensure appropriate alignment.
Not all behavior needs to be aligned with strategy.
Culture is an asset that is unique to an organization and is very difficult to replicate. Competitive advantage!
So can you develop strategies that inform exactly what you need to do to outperform your competitors, and in turn can you align the behavior of employees to this?
YES! Link your organization’s strategic goals and leadership’s intentions with employee behavior – it’s about filling the gaps between strategy and execution and getting employees to do what the organization needs them to do to deliver superior performance.
Link strategy to behavior.
Source: ukccultureeatsstrategyforbreakfast-140927032425-phpapp01.pdf
Cross-cultural knowledge transfer. Knowledge transfer and communication.
In order to successfully move a business process from one location to another, one must transfer all knowledge required to conduct these process to their new owners.
Source: dttl-grc-riskintelligentapproachtooutsourcingandoffshoring.pdf
Grunnlag for teambygging er at hver enkelt medarbeider kjenner seg selg og sine medarbeidere.
http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/
Becoming Aware of Your Personal Toolkit
Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool.
Asking for help: Peter Drucker once said:
The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask.
Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur.
Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected.
Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms.
Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward.
You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes:
When you declare your dependence on others, they usually agree to help.
It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship.
In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/
Becoming Aware of Your Personal Toolkit
Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool.
Asking for help: Peter Drucker once said:
The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask.
Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur.
Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected.
Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms.
Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward.
You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes:
When you declare your dependence on others, they usually agree to help.
It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship.
In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/
Becoming Aware of Your Personal Toolkit
Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool.
Asking for help: Peter Drucker once said:
The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask.
Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur.
Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected.
Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms.
Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward.
You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes:
When you declare your dependence on others, they usually agree to help.
It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship.
In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/
Becoming Aware of Your Personal Toolkit
Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool.
Asking for help: Peter Drucker once said:
The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask.
Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur.
Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected.
Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms.
Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward.
You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes:
When you declare your dependence on others, they usually agree to help.
It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship.
In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/
Becoming Aware of Your Personal Toolkit
Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool.
Asking for help: Peter Drucker once said:
The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask.
Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur.
Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected.
Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms.
Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward.
You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes:
When you declare your dependence on others, they usually agree to help.
It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship.
In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
Source: VIRTUAL_TEAMS_MGMT.docx
Set the frequency of your online meetings and get feedback from your team.
The person in charge of monitoring the progress of the project can always see how the distributed team is performing.
Lessons learnt
1. Setting up a team means that people must get used to a specific way of working and get the same picture as you do when it comes to the project. So one must be patient a few weeks before things just start to roll out!
2. Remote teams might be as productive as local teams, because their actions are tracked permanently and the scrum meetings allow solving issues and giving feedback. Different educational backgrounds mean a different approach that could actually improve your project!
3. Think about using software to keep a well organized project and follow the work of your team, but you can also make your own system, so in order to make sure that you are in full control of your project!
Source: VIRTUAL_TEAMS_MGMT.docx
Set the frequency of your online meetings and get feedback from your team.
The person in charge of monitoring the progress of the project can always see how the distributed team is performing.
Lessons learnt
1. Setting up a team means that people must get used to a specific way of working and get the same picture as you do when it comes to the project. So one must be patient a few weeks before things just start to roll out!
2. Remote teams might be as productive as local teams, because their actions are tracked permanently and the scrum meetings allow solving issues and giving feedback. Different educational backgrounds mean a different approach that could actually improve your project!
3. Think about using software to keep a well organized project and follow the work of your team, but you can also make your own system, so in order to make sure that you are in full control of your project!