Notes de l'éditeur

1. The normal way of leading is one person that leads a team/company.
2. There is also another way of leading, that we find normal in another part of our lives: and that is parenting.Parents typically have 2 till 5 children (With the exceptional 17 as on his picture)
3. We want to promote to try pair coahcing or leading also in the work part Just like with parents, pilots, police etc..
4. I’m doing this because I noticed that people are scared to change best practises
5. Build a great team and they wil build the software (dixit Pascal Van Cauwenberghe)
6. FormingThe “polite”stage in which the team starts to form.􀂆Everyone is trying to figure out what the team concept is.􀂆Initial “silent”leaders may take the rein.􀂆The team is usually positive –for the most part –for the initial meetings.􀂆No one has offended anyone at this point yet! StormingThe honeymoon is over.􀂆The silent leaders may be clashing for control of the group.􀂆People disagree and may blame the team concept, saying it doesn’t work.􀂆Management needs to do a lot of coaching to get people to work past their differences, may take separate 1–on–1’s with people.Norming: The team is starting to work well together, and has turned around from the ‘storming”phase. 􀂆They may start to “brag up”the team concept to others who aren’t in the team and will be very positive about their role/team group. 􀂆Often, the team will bounce back and forth between “storming”and “norming”when issues crop up.PerformingThis is the level where the team is a high–performance team.􀂆They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming”phase.􀂆At this level, the team is taking on new work on their own, and selling it to other teams.
7. Horizontal Stearing: Task Oriented behaviourSet goalsOrganisingDefine timeboxesGive directionsChecking up (control)Vertical Support: Relation oriented behaviorSupply supportCommunicationCollaboration improvingActive listening (See my next Session)Give relational feedback
8. Shared Vision is a state, not a statementVision Partagé
9. Shared Vision is a State not a statement
10. How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
11. Who knows these 4 feelings?EN COLÈRE, TRISTE, CONTENT, EFFRAYÉStory of discussion with Els in the morningI’ll check inJe suis CONTENT d’être a AgileTour GeneveJe suis CONTENT J’ai pris ma family avec Je suis EFFRAYÉ mes enfants vont faire trop de bruitJe suis CONTENT on a eu un Weekend formidable a GeneveJe suis CONTENT Geneve est avait des festivité pour les enfantsJe suis EN COLÈRE, TRISTE mon all-in-one est tombé en panne vendredit passe Je suis EFFRAYÉ, c’est la premiere iteration français de cette presentationJe suis content la premiere iteration Anglais en Kyjv etais un grand succesJe suis CONTENT et EFFRAYÉ en capture cette presentation sur cameraJe suis CONTENT de voir tant de monde dans cette salleJe suis present
12. How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
13. 1945Part of Gestalt Theory In eight of the nine tasks we examined across the three experiments higher incentives led to worse performanceFirst group: I’m going time you to establise normsTo the second group: if you are in the top 25% of the fastest time you get 5 dollar. If you are the fastest: you get 2 dollar it is a nice motivatorQuestion: How much faster is the second group.Answer: it took them on average 3,5 minutes LONGERThat is not how it supposed to work, right.If you want people to perform better, you reward people.But that is not happen here.It block’s creativity.It is being replicated over and over and over again for over 40 yearsOne of the most robust
14. Get awards out of people’s facesOffer rewards after the fact (As a surprise)Never turn the quest for rewards into a contestMake rewards as similar as possible to the taskGive people as much choice as possible about how rewards are usedTry to immunize individuals against the motivational killing effects of rewards
15. Get awards out of people’s facesOffer rewards after the fact (As a surprise)Never turn the quest for rewards into a contestMake rewards as similar as possible to the taskGive people as much choice as possible about how rewards are usedTry to immunize individuals against the motivational killing effects of rewards
16. Instead of adding head count, make the heads we have count
17. la prise de conscience de soi ● la foi ● l'espoir ● la passion ● la volonté de prendre soin de moi ● le courage ● la sagesse ● la paix ● la joie ● la maturité ● une présence maximale ● la volonté de m'aimer ● la volonté de m'apprécier ● le pouvoir de sentir ce que je ressens ● le pouvoir de croire en moi-même ● l'intégrité ● le plaisir ● la facilité ● le pouvoir de m'accepter ● l'honnêteté envers moi-même ● la patience envers moi-même
18. Was the conflict a help or a hindrance?Did resolving the conflict help the team move forward?
19. Seek first to understandThen to be understood
20. Seek first to understandThen to be understood
21. How did you recognize that trust?What did that level of trust do for the team?
22. confianceThe next slides are on how to create the trust
23. entretien directementthe clothes of the “king”HALFWAY
24. Montrez du respectCEO SARA LEEServeur
25. Creeer du transparanceSome time ago I had a boss that told he team very early and very clearly that we had to firepeople even before the we knew how many, and who. I ‘m pretty sure that most people of the team where really happy with how Geert approached this.To fast: put everyone’s salaries on the table in an existing company(this might work in a new company)
26. Bons mauxStory how I tell my kids when I do something wrong(when I get too quickly angryIn IBM WATSON did not fire somewone who made a screw up of 10 Billion USD He said he invested that money into that guy’s training
27. montrez le loyalityFoto DJ Lodejo+ verhaal Erik Tjampens
28. Sous promesse ; delivrez au-dessus Under promise & over deliver
29. Edison had Story Watson IBM C4 no, I invested 10 Billion in you
30. Will you perfect my …I will give it a x out of 10What I like about it is …To give it a ten I would need…
31. confrontez la réalitéTreat grownup’s like children and they behave like children
32. Begin with the end in mindAcceptance criteriaWhat is the succesful outcome of this talk?When in doubt between two things you want, use the 10 years rule. Which one of the 2 choices would you regret?
33. ResponsabilitéWhen you something good happens look out the windowWhen something bad happens, look in the mirror
34. 55% is body languageExample communication Game, where someone who could not We have 2 ears and only 1 mouthThere is a reason for that
35. EngagementsI want to be with my kids every birthdayOn the 12 October this year, I’m invited to have this talk in GeneveIt’s my daughter’s second birthdaySo I decided that my family would join me to Geneve.So that free talk costs me 5 times more moneyI do this because that is a promise I made myself
36. prolongez la confianceStory of Jim: a coffee and donut selling guy in NY.His income doubled by trusting his customers
37. Ask 4 people to be mad at a ...
38. The ability to respondUse the space between stimilus and respons
39. Rudder
40. The ability to respondUse the space between stimilus and responsWe have 6 ways to fail and 1 way to succeedStory of the spiders in space