Building Alignment

Change is part of the day-to-day work of a manager

Building Alignment
6 minutes by Francisco Trindade

Change is part of the day-to-day work of a manager. It could be because you are trying to improve your team’s delivery results or quality. Or you could be trying to make improvements that affect the broader organization.

Key takeaways:

  • Metrics are your friend

  • Process documentation helps with stability

  • Drive change with the team

  • Use documents for broader change

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Dealing with Failures and Postmortems
13 minutes by Vadim Kravcenko

Incidents are going to happen. Systems will fail, code will break, and sometimes, despite your best efforts, things will go south. How you handle it matters. Communication matters. Learning from incidents matters. When shit hits the fan, keep your cool, rally your team and keep them informed.

Organizational danger zones
13 minutes by Jade Rubick

Organizations have two danger zones they go through as they grow. Jade describes when they happen, what to watch out for, and how to solve them.

Fully taking a multi-systems view of human behaviour is what will unlock our ability to see the intervention points, model change, and understand cause and effect inside of our most important environments – our workplaces, our schools, our hospitals, our households. Our software teams.

Performance Is Contextual
4 minutes by Jacob Kaplan-Moss

Managers often talk about performance as a static thing. We say that someone is a “high performer” or “low performer”, as if performance is a fixed attribute of their personality. This fixed mindset is a mistake. Performance is contextual: how well you perform your job is deeply dependent on the conditions around you.

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