This document provides 3 leadership hacks for managing fear and maintaining composure during times of change. The first hack is to speak often through clear and frequent communication. The second is to listen more to understand employees' perspectives and reduce uncertainty. The third hack is to focus employees forward by helping them make a plan with goals, prior efforts, potential options, and next steps. Regular communication, active listening, and forward planning are presented as key strategies for leaders to reduce interference caused by fears of change.
The document discusses innovation challenges and best practices according to CEOs and business leaders. It finds that 61% of CEOs see innovation as a primary focus but they face challenges like lack of processes, budget constraints, and limited resources. The most innovative companies implement ideas quickly, set ambitious goals, and recognize employees for their contributions. Fostering an innovative culture requires allowing creativity from all employees, strong visionary leadership, and a willingness to take risks.
Leaders have many misconceptions about coaching. “You have to be an expert.” “It’s time-consuming.” “It’s only for underperformers.” But done right, coaching can impact every aspect of your business for the better. Use this infographic to get the bottom on how coaching benefits your bottom line.
5 Coaching Essentials To Look For In Your Next Performance Management SystemInsideOut Development
This document discusses the shortcomings of traditional annual performance reviews and promotes more frequent coaching conversations as an alternative. It notes that negative feedback during annual reviews does not motivate employees, and that organizations focusing on quarterly goal conversations are more successful. Regular feedback is preferred, as 65% of employees want it more often than annual reviews provide. Coaching that emphasizes strengths and future goals improves engagement and performance over checklists and rankings.
The document identifies the top 6 talent development trends in 2014:
1. Connecting development to business priorities like decision making and coaching.
2. Implementing coaching training programs to improve employee performance.
3. Addressing challenges with leadership succession planning as companies failed to select the right talent 82% of the time.
4. Focusing on engaging and developing millennial employees who will make up 46% of the workforce by 2020.
5. Running employee engagement programs which 78% of businesses were actively doing.
6. Improving retention efforts as 58% of employees planned to change jobs in the next year.
10 Dead Simple Ways to Improve Your Company CultureBonusly
The document outlines 10 steps to build a great company culture: 1) embrace transparency, 2) recognize and reward valuable contributions, 3) cultivate strong coworker relationships, 4) embrace and inspire employee autonomy, 5) practice flexibility, 6) communicate purpose and passion, 7) promote a team atmosphere, 8) encourage regular feedback, 9) stay true to core values, and 10) devote effort and resources to building culture. Following these steps such as being transparent, recognizing employees, and encouraging autonomy can help engage employees and create a strong organizational culture.
The survey of 75 learning and development professionals found that:
1) Only 44% of respondents agreed or strongly agreed that leaders in their organization successfully drive strategy and communicate their leadership vision.
2) Respondents indicated that leaders are often unwilling to listen to feedback (41%) or be coached (48%).
3) Just over half (52%) of respondents agreed or strongly agreed that they can work successfully with the leaders in their organization.
10 Shocking Stats About Disengaged EmployeesOfficevibe
Here are 10 shocking stats about employee engagement that our researchers have found. This infographic shows all that's wrong with disengaged employees.
Read more on Officevibe Blog:
https://www.officevibe.com/blog/disengaged-employees-infographic
Download the most comprehensive guide to having engaged employees:
http://officevi.be/employee-engagement-guide
Use these 22 simple ways to boost job satisfaction:
http://officevi.be/job-satisfaction-guide
This document discusses how InsideOut Development helps organizations build competencies to improve performance. The top 4 competencies are effective communication, collaboration and team building, critical thinking and problem solving, and creativity and innovation. InsideOut Development focuses on developing these competencies at the individual, cultural, and business impact levels. Their methods have led to improved employee engagement and alignment with company goals according to client surveys and testimonials.
Training initiatives are not well aligned to critical organizational outcomes for many companies. A survey found that only 65% of respondents agreed or strongly agreed that their training was aligned to drive competency-based results, and only 40% agreed it was aligned to drive cultural or business impact results. Additionally, leadership does not fully understand or support the connection between training and driving business results for many organizations.
This document traces the evolution of organizational decision making from top-down hierarchies to more distributed models. In the past, decisions were made at the top of traditional bureaucratic structures, but starting in the 1980s, organizations began flattening hierarchies and empowering employees. Today, matrix structures involve decision making across departments, while future models will break down divisions further and require even greater autonomy. As decision making authority spreads, organizations need to prepare employees to make rapid, informed choices.
Why You Need Happy Employees and How to Get ThemWorkology
In this tight job market, employee engagement, retention and hiring the happiest and most productive workers is on every recruiter and hiring manager's mind. In this webcast, we will discuss tactics and strategies for hiring happy employees, how to keep them and understand the science behind engagement, motivation and happiness. This webinar is especially critical for managers to understand especially since they interface with most of your employees every single day.
Employee Onboarding : Statistics you need to knowElodie A.
Learn everything you need to know about employee onboarding and how to ensure that each new hire is successful with this complete guide.
Content by Officevibe, the simplest tool for a greater workplace.
Read more on our website:
https://www.officevibe.com/employee-engagement-solution/employee-onboarding
Download your free checklist of the perfect onboarding:
http://bit.ly/2jVcIzO
Chek our product!
https://www.officevibe.com/
How to Measure the Impact of a Great Employee Experience - 12/10/2019Limeade
Demonstrating the real value of well-being and engagement in the workforce is critical. Join us as we share a successful measurement framework and learn how to apply it to your organization.
So you've thrown out Annual Performance Reviews - now what?David Perks
It's fashionable to throw out the annual performance review and stop wasting the time and money involved. BUT what should you do instead? Discover the 4A's of performance management that must be retained to keep your people operating at peak performance.
This document outlines 11 steps for creating excellent internal communications to improve employee engagement. It recommends (1) understanding your mixed audience, (2) listening to employees and tailoring messages to their language, (3) making communications a two-way conversation, (4) focusing content on corporate strategy and desired behaviors, (5) personalizing communications from specific individuals rather than departments, (6) using multiple channels to cut through noise, (7) cascading information face-to-face, (8) balancing newsletters with employee comments, (9) using intranets as an information hub while keeping it engaging, (10) measuring engagement through surveys and focus groups, and (11) addressing rumors through transparent communications.
Team building events have numerous benefits for organizations, such as improving leadership skills, uniting staff networks, and increasing staff retention. They help employees feel more engaged and valued, which improves productivity and creativity. Team building also allows organizations to clarify goals and objectives, identify strengths and weaknesses, and improve teamwork, communication, problem solving abilities, and overall company culture.
The document discusses employee engagement in organizations. It defines engagement as the state of emotional and intellectual involvement that motivates employees to do their best work. It notes that engaged employees say positive things about the organization, want to stay with the organization, and exert extra effort to contribute to business success. Disengaged employees take more sick days and are less likely to advocate for the organization. The document suggests that highly engaged companies achieve 400% greater financial performance than companies with poor engagement.
The Positive Effects of Relationships at WorkO.C. Tanner
Encouraging friendships in the workplace can transform organizations by increasing productivity, motivation, and innovation. Studies show that employees with close work friends are more engaged, satisfied, and likely to feel connected to their company. Groups of friends also outperform groups of acquaintances on tasks like commitment, communication, and evaluation of ideas. When employees are highly satisfied with life at work, their individual and team output increases substantially. Fostering team-building activities and opportunities for employees to form strong relationships can spark positive changes that benefit both employees and their work.
In this presentation, we cover the ways your brain learns and grows, and how that impacts your performance and satisfaction as a leader. You'll learn an easy, 3-step process you can start doing today to increase vision, stimulate innovation, and more.
For more neuroscience-based tools to lead your team to the next level, head to www.SmartTribesInstitute.com/FreeTools and download your free gift.
This document introduces InsideOut Coaching, which promotes workplace coaching to help employees make better decisions, commit to actions, and achieve results. It summarizes that coaching is the number one behavior of good managers, and organizations with strong coaching cultures are 30% more likely to have strong business outcomes. InsideOut Coaching takes an "inside-out" approach that draws out employees' potential rather than telling them what to do. It provides tools and training to help managers coach their direct reports and align goals to company objectives.
This document lists 12 notable events from 2015, including Disney dominating the box office with films like Inside Out and Star Wars, Tesla debuting driverless cars, and the New York Mets reaching the World Series. It also mentions popular cultural phenomena like the "Whip and Nae Nae" dance craze, the "Face with Tears of Joy" emoji being named word of the year, the final season of Mad Men, McDonald's introducing all-day breakfast, and Adele's new album selling over 3 million copies in its first week.
The document describes updates to the InsideOut Coaching 4.0 participant experience. Key updates include:
- Enhanced workshop preparation with a new eLearning module to better prepare participants.
- Updated participant materials including a new workbook and job aids to better connect learning to real-world scenarios.
- A newly designed learning sequence to anchor and thread content throughout the workshop.
The workshop continues to be led by a senior facilitator and includes engaging activities, videos, and coaching practice. New features aim to improve learning stickiness and sustainability to enhance the overall participant experience.
ThankYou for being our #1 reason to celebrate in 2014. Here's to even more wins in the new year! The document then lists 10 things to celebrate from 2014, including clients helping individuals achieve business results, the ALS Ice Bucket Challenge raising awareness for a good cause, the success of Frozen and "Let It Go", soccer growing in popularity in the USA during the World Cup, the comeback of Lego thanks to The Lego Movie, a 101-year-old woman seeing the ocean for the first time, The Tonight Show becoming more social under new host Jimmy Fallon, the addition of "selfie" to the dictionary due to increased self-portrait taking, the European Space Agency landing a probe on a comet for the
TriConf 2014 - LXJS, the Lisbon Javascript ConferenceDavid Dias
This document discusses the history and development of LXJS, a JavaScript conference in Lisbon, Portugal. It notes that prior to 2012, there were few developer or tech meetup groups in Lisbon. LXJS started as a meetup of 50 people and grew to a conference of 270 attendees. It describes how LXJS helped foster the growth of the JavaScript and tech community in Lisbon by bringing people together and inspiring the creation of new meetup groups. The document provides advice for organizing community events, such as asking for help, planning effectively, getting support from various resources, and not being afraid to start small.
This document provides an executive summary of the World Economic Forum Annual Meeting 2008. Key points include:
- The theme of the meeting was "The Power of Collaborative Innovation" and highlighted the need for multistakeholder collaboration to address global challenges.
- Several new initiatives and partnerships were announced between governments, businesses, and non-profits regarding issues like climate change, agriculture, education, and disaster relief.
- Speakers emphasized that greater international collaboration is needed to deal with economic insecurity, geopolitical divides, global competition, technological change, and societal shifts.
- The Forum launched the first global video conversation on YouTube about how to improve the world, reaching over 7 million people
Seminário 3 - Por uma prática docente crítica e construtivaCosmo Matias Gomes
Este documento discute os fundamentos de uma prática docente crítica e construtiva, incluindo princípios político-sociais, desenvolvimento do educando, assimilação ativa de conteúdos, e tarefas da prática docente como planejamento, execução e avaliação.
Maximizing an organization’s potential requires multiple factors and strategies. One of the most important is developing accountability, making sure every member of the team, including the leaders themselves, understands the impact that their efforts and decisions have on the organization’s success. True accountability empowers every team member from the top down to make better decisions, take smarter risks, and contribute to the overall health and well-being of their organization. True accountability cannot be taught or dictated - it must be fostered and cultivated through continuous attention and reinforcement.
It Takes an Ecosystem – How Brightspace and our partners are making education...D2L
Part One. Video Captions: One Important Tool for Creating Accessible Courses for Truly Diverse Learners
Automatic Sync Technologies promotes the benefits of Universal Design for Learning, with a focus on providing closed captioning services for education providers and publishers. VP Art Morgan says "the most successful campus accessibility campaigns have a common thread: they promote accessibility as a civil right and explain how accessibility fosters diversity and inclusiveness."
Part Two. Ghost Voices: Using-Text-to-Speech Technology to Improve the Quality of Learning Online
Have you ever wanted to know why your students may not read the materials you post online? Have you considered that students may need a little extra help with reading and writing as they are progressing through your content? Make your online text materials talk as if they were a live lecture. Text-to-speech (TTS) technology provide users with the ability to listen to text content.
Fear can be a pretty powerful motivator, but it can also be destructive. Yes, today’s unemployment figures can make every day at the office feel like a cliff-hanger, but the reality is that fear exists in the good times as well as the bad. As human beings, we want to do a good job and we’re essential afraid of doing badly. Afraid of losing our jobs, being demoted, or just disappointing the boss.
Six tips of characteristics to build your effective change leadershipAndre Vonk
This document outlines six key characteristics of effective change leaders:
1. Low levels of anxiety and emotional stability. Change leaders must feel secure and be in a positive mood to adapt well to change.
2. Action orientation and confidence. Change leaders are energized by action and believe in their ability to succeed despite risks of the unknown.
3. Openness and diversity of experiences. Change leaders are receptive to new ideas and maintain multiple perspectives to see opportunities.
4. Risk tolerance through risk management. Change leaders take calculated risks while mitigating dangers through careful planning and analysis.
Hiring for these traits and cultivating them in a team's culture allows organizations to identify new opportunities and adapt quickly to
How to Help Managers Counter Unconscious Bias at WorkJhana
No-one wants to be biased. However, we all have our prejudices that can manifest in the workplace. Bias can lead to someone unknowingly treating another person unfairly and cause significant damage.
Jhana brings together
a. Alex O'Connor, PhD., Senior Writer and Researcher, Jhana, Inc. (who together with his team spent 700+ hours researching this topic)
b. Carmel Benson, Ph.D. Senior Director, Learning & Organizational Development, TIBCO Software, Inc.
c. Suzanne Leung, VP of Sales, Jhana, Inc.
Together they form a highly experienced group, well-equipped to talk about helping managers counter unconscious bias in the workplace.
They will share insight on:
1. What's new in the world of unconscious bias
2. Insight into how unconscious bias shows up in the workplace
3. What people can do when they are faced with or have to deal with UC Bias
4. What are some of the tactics available to people when they are the target of bias
The document discusses whether managers should define what superior performance looks like for employees or leave it undefined. There are arguments on both sides. Defining it could give too much direction but leave employees wanting more guidance. Leaving it undefined risks managers not providing clear feedback. Compensation professionals may favor defining it while learning professionals prefer it be left undefined. Overall there is no consensus on the best approach.
The article discusses the concept of "feedforward" as an alternative to feedback. Feedforward focuses on envisioning positive future outcomes rather than analyzing past mistakes. It can help drive success by focusing people on solutions instead of failures. The article provides 10 reasons why feedforward is preferable to feedback in many business contexts, such as being more productive, less personal, and faster than feedback. In conclusion, the article argues that feedforward improves communication quality in organizations by making interactions more positive compared to traditional performance feedback approaches.
This document provides guidance on giving effective performance review feedback in 6 points:
1. Be specific and provide concrete examples rather than vague analogies.
2. Focus feedback on helping the employee grow and develop rather than just pointing out shortcomings.
3. Ensure the feedback is on issues the employee can actually address and change.
4. Make sure the feedback will add value from the employee's perspective.
5. Ensure feedback is based on factual observations and documented examples rather than unrelated incidents.
6. Use silence strategically to allow the employee to process the feedback rather than feeling the need to constantly fill the air with words.
INFLUENCE: A Brain-based Approach for Stand-out LeadershipDan Beverly
Great leadership is nowhere better marked than by the ability to improve another person's thinking. In this series, get the brain-based approach to 3 key leadership traits, starting here with: INFLUENCE.
The document discusses managing change and transition in organizations. It provides an overview of reasons for change, both external and internal, and covers several classic change management models including Lewin's three-stage model of change and Kotter's 8-step process. The document emphasizes that managing people is crucial for successful change implementation and that creativity and innovation are key drivers of organizational success and change.
Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.
This document discusses the challenges of strategy execution and provides actions leaders can take to ensure their strategies are successfully implemented. It notes that only 3 out of 5 employees feel their company is strong at execution. To make strategies work, leaders must acknowledge necessary changes, engage everyone in the process, and provide the tools and support needed. The four key actions outlined are to ensure understanding of the strategic direction, build acceptance throughout the organization, prepare leaders to lead the change, and give leaders tools to execute the plan. Addressing resistance, communicating expectations, and providing feedback are important parts of building support for change.
The document provides advice and best practices for managing development teams. It discusses holistic management, focusing on the entire team rather than individual tasks. Technical management responsibilities include design, quality, and implementation. Effective recruiting involves building a great team and keeping the right people. Execution emphasizes continuous integration, reflection, and improvement. Providing frequent feedback in a positive 10:1 ratio is important. Finally, managers are responsible for employees' careers by understanding their goals, providing challenges, and ensuring ongoing development.
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Five Stressors Managers Face and Tips for How to CopeJhana
Managers face stress everyday. At Jhana, we’ve worked with, interviewed and helped a lot of managers, so we notice the stressors they talk about the most.
Because of the research that we do, we also have great tips on how to help managers relieve the particular stressors that they face.
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
Here We Go Again: Leading in Tough Times (a ChangeThis Manifesto by Lee J. Co...Samuli Pahkala
Here We Go Again: Leading in Tough Times
"Have you been wishing for the good old days lately? Or at least to rewind the economic clock 12 months? Leading a company during a slowing economy has plenty of challenges: What should you change, stop or continue doing?"
This document is an excerpt from a book about changing change management. It discusses some common misconceptions about change management, such as viewing change as only necessary when things have gone wrong. It emphasizes the importance of leadership during change and providing vision, direction and support to empower employees. The burning platform metaphor for change is described as often causing fear and panic in employees rather than inspiring courage. Overall, the document advocates for a change management approach focused on empowering and preparing employees for change through communication, vision and support from leadership.
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
Discover 12 reasons why your culture is preventing you from being the organisation you want to be, awareness is the first step on the journey to redemption.
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
Similar to Getting Unstuck in Times of Change (20)
This document provides coaching tips and information for managing and mentoring different generations in the workplace. It identifies the core work values of Generation X as time and productivity, Baby Boomers as success and loyalty, Millennials as individuality and contribution, and Generation Z as inclusion and opportunity. The document then provides generation-specific coaching mantras and tips, such as communicating face-to-face with Baby Boomers, offering variety and stimulation to Generation X, blazing new trails for Millennials, and building confidence in Generation Z.
The Unintended Outcomes of Unconscious Bias in Performance ManagementInsideOut Development
Managers' performance reviews of employees are often unreliable and biased. Unconscious biases can account for 61% of a performance rating reflecting the manager, not the employee. The document discusses six common biases: the halo effect, horns effect, recency bias, similarity bias, contrast bias, and conformity bias. It provides examples of how each bias might influence ratings and recommends practices like using evaluation matrices, frequent check-ins, and customized evaluations to design performance management systems that minimize the effects of these biases.
There’s no doubt about it—workplace coaching is on the rise. But it’s more than a trending topic; good coaching is now widely considered the “x-factor” in higher employee productivity, engagement, and performance.
People have a lot to say about Millennials. They're lazy, poor communicators, incapable of independent thought—and let's not forget entitled. In this infographic, we're melting myths about the "special snowflakes" in your office. Guess what? These "negative" traits might not be so bad.
How do your leaders manage remote workers? It can be challenging for managers to coach a team they don’t see every day. Meet Brad. He’s not only a great leader, he’s a great coach, even from afar. View this infographic to see how you can be more like Brad.
Men, Women and Impostor Syndrome: Why Your Rockstar Feels Like a FraudInsideOut Development
Despite ongoing success and positive feedback, many of your top performers are suffering from impostor syndrome, i.e., the oft-overlooked phenomenon of feeling unqualified even if you are a high-achiever. So what’s the secret to eradicating self-doubt and boosting your team’s confidence? View this infographic for a series of critical coaching tips that will ensure your good employees become even better.
This document lists the top 10 things to celebrate in 2013, including the first person to swim from Cuba to Florida, the viral Harlem Shake video, the birth of twin pandas in Atlanta, a 5-year-old being named "Bat Kid" in San Francisco, the beards of the Boston Red Sox, the birth of two royal babies, the song "What Does the Fox Say?", the return of the Twinkie, and a company freeing over 1,000 employees to do their best work. It thanks the reader for being the #1 reason to celebrate in 2013 and wishes a happy holidays.
This document describes a 3-hour training workshop called InsideOut Breakthroughs that is designed to help employees achieve their full potential and increase productivity. It promotes an approach that closes the gap between knowing what to do and actually doing it. The workshop uses a 3-part learning process and toolbox to help employees improve focus, solve problems better, and experience more breakthroughs in their work. Research shows this type of training can significantly increase employee and organizational performance.
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)FahmiMohamood
Ikmal Fahmi is a Malaysian entrepreneur. and a journalist at IF Reporter. In early 2023, he published his e-book called Explore Inner Self He won a grant worth RM 4500 in YSEALI Bootcamp 2022 which enabled him to organize Kau Okay Tak K.O.T Expo, a children mental health expo. In early 2024, he ventured into his news agency start-up called IF Reporter and founded IFG Technology, a cybersecurity firm in the same year. To further create a healthy political way, he came out with Akademi Parlimen Malaysia, a political education enterprise followed by IFC Property, a construction firm.
Howard Wilner of Sudbury MA Advocates That Conflict and Problem-Solving Compe...jimcarns
Howard Wilner of Sudbury MA advocates that conflict and problem-solving competence are essential qualities for effective leadership. Drawing from his extensive experience in industries ranging from automotive dynamics to inventory management, Howard emphasizes the importance of leaders mastering these skills to foster team cohesion and drive organizational success.
Discover the core principles and frameworks of Agile methodology in this comprehensive presentation by Mohamed Shebl. Designed for professionals and teams looking to adopt Agile practices, this presentation covers:Introduction to Agile: Understand what Agile is and how it helps teams deliver value efficiently.
Key Principles: Explore the four key values and twelve principles of Agile that prioritize flexibility, customer collaboration, and continuous improvement.
Benefits of Agile: Learn about the advantages of Agile, including flexibility, customer satisfaction, improved team collaboration, and early delivery.
Agile Frameworks: Get insights into popular Agile frameworks such as Scrum, Kanban, and Extreme Programming (XP).
The Scrum Framework: Detailed overview of Scrum roles, events, and artifacts to help you implement Scrum effectively.
Agile Artifacts: Understand essential Agile artifacts like the Product Backlog, Sprint Backlog, and Increment.
Agile Workflow: Step-by-step guide on planning, designing, developing, testing, reviewing, and releasing in Agile.
Agile Tools: Introduction to tools like JIRA, Trello, and Azure DevOps that facilitate Agile project management.
Getting Started with Agile: Delve into the world of Agile methodology with this in-depth presentation by Mohamed Shebl. "Agile Methodology In-Brief V1.1" provides a thorough exploration of Agile principles, frameworks, and practices, making it an essential guide for professionals seeking to enhance their project management approach.
Introduction to Agile:
Start with a clear understanding of what Agile is. Agile is an iterative approach to project management and software development that enables teams to deliver value to their customers faster and with fewer headaches. Unlike traditional project management methods that rely on a 'big bang' launch, Agile focuses on delivering work in small, consumable increments.
Key Principles of Agile:
Learn about the core values and principles that form the foundation of Agile methodology. Agile prioritizes individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. These principles guide Agile teams to work more efficiently and flexibly.
Benefits of Agile:
Discover the numerous benefits Agile offers, including:
Flexibility and Adaptability: Quickly respond to changes in the project environment.
Customer Satisfaction: Ensure continuous delivery of valuable software.
Improved Team Collaboration: Foster better communication and teamwork.
Early and Predictable Delivery: Achieve smaller and more frequent releases.
Continuous Improvement: Regularly reflect and enhance processes.
Agile Frameworks:
Explore popular Agile frameworks such as:
Scrum: The most widely used framework with defined roles, events, and artifacts.
Kanban: Focuses on visualizing the workflow and limiting work in progress.
2. Doing business today?
Get comfortable
with change.
Mergers, acquisitions,
corporate restructuring,
and the constant evolution
of technology are
commonplace. In today’s
fast-moving corporate
environment, change is
the one thing you can
count on.
Change
Happens
3. Why? One Word: FEAR
Change: A Losing Battle?
According to Harvard
Business Review,
more than 70%
of transformation
efforts fail.
70%
FAIL
4. The Change
Reaction
There are a wide variety of
fear-based reactions to change.
For every “eager beaver” that is
comfortable with shifts, there are
10 people who “act out.”
1. ANGER:
This is a stupid idea
2. REJECTION:
I’m not going along with this
3. AVOIDANCE:
I’m going to pretend this isn’t
happening
4. POLITICKING:
I’m going over my manager’s head
5. GOSSIPING:
I am going to whisper about this
to my colleagues
:
5. As humans, it’s natural to
fear change, particularly at
work. However, if fear takes
hold, it causes tremendous
interference, or
“interfearance,” which are
the negative thoughts,
feelings, or mental clutter
that block productivity.
Managing
Change
=
Reducing
“Interfearance”
In times of chaos and change, your
#1 job is to lead—and you lead by
reducing interfearance. Here’s how…
6. Hack #1: Speak Often
No matter what, communication is key.
“The brain doesn’t
like uncertainty.
Anything uncertain is
potentially a threat.”
Dean Burnett, neuroscientist*
*https://www.unstuck.com/advice/
afraid-change-science-uncertainty
• Make things clear
• Be available and
communicate frequently
• Practice SAYDOCO—
Say what you’ll do,
do what you’ll say,
and communicate
when you can’t
7. In the midst of change it’s critical for
leaders to ask lots of questions and
listen closely to gauge how change is
affecting the employee. The answers
to those questions will put the
manager in the position to:
1 Create a safe space
2 Maintain the context
of possibility
3 Offer the security of
failing forward
Hack #2: Listen More
In other words,
REDUCE
INTERFEARANCE
8. “When we don’t know, or can’t say, what’s happening,
our tendency is to say nothing at all. Good
leaders do the opposite; they seek out
opportunities to have conversations.
Rather than focusing on what’s
happening on your level, ask about
how things are working on theirs.
Addressing the interference that comes
with uncertainty reveals a path forward.”
– Alan Fine
Why Communication Is Key
9. Hack #3: Focus Forward
Dwelling on the past and obsessing about
the future is a surefire way to stay stuck.
When people feel like they have
a plan, they not only focus, but
they move forward more easily
and make progress every day.
What’s a good leader to do?
Help employees Make a PLAN.
10. Prompting
the Plan
To help an employee
make a plan that
reduces interfearance,
start by asking the
following four
questions:
1. What’s your goal?
2. What have you
tried so far?
3. If anything were
possible, what
would you do?
4. What’s the
next step?