How self-aware are you? How well do you know yourself? Do you know how others perceive you?  There are two kinds of self-awareness: internal – how we perceive ourselves – and external – how others perceive us. To be truly self-aware, we need to gain both an internal and external perspective. To successfully take others’ perspectives in highly charged situations, we should start by “zooming in” on our perspective first to better understand it. Next, we should “zoom out” and consider the perspective of the other person.

See Yourself With Clarity

When coaching others, I’ll often focus a conversation on why the other person wants to change. This isn’t a bad thing per se, but there’s a risk that we don’t get to the ‘actionable’ part of our insights or emotions. We need to ask ourselves about the “what”. Why questions draw us to our limitations, what questions keep us curious. What can I do? What do you like? These kinds of “what” questions are geared towards personal growth, to seeing our potential.

Don't Ask Why, Ask What

A simple but powerful tool is to spend five minutes at the end of every day reflecting on the following questions: <ul><li>What went well today?</li><li>What didn’t go well?</li><li>What did I learn and how will I be smarter tomorrow?</li></ul>

Daily Check

Reframing means that we look at our circumstances, our behaviours, and our relationships from a different angle. I know from experience how easy it can be to be drawn into a single view of a circumstance, and therefore struggling to find a good way to change things. We need to instead look at the good and the bad from multiple angles, as a way to help maximise our insights and chances of success.

Reframing

Instead of focussing on the problem all the time, we need to mine solutions, dedicating a good amount of our efforts to exploring different ways of solving a problem. To increase your ability to mine problems for solutions, try the Miracle Question:Suppose that one night, while you are asleep, there’s a miracle and the problem that brought you here is solved. However, because you are asleep you don’t know that the miracle has already happened … Think for a moment … How's life going to be different now? Describe it in detail. What’s the first thing you’ll notice as you wake up in the morning?

Mining Solutions

If being individually self-aware means who you are and how others see you, a self-aware team commits to that same understanding at a collective level. There are five cornerstones of collective insight that teams can access and address: <ul><li>Objectives – What are we trying to achieve?</li><li>Progress – How are we doing? </li><li>Process – The processes we’re employing to achieve our objectives.</li><li>Assumptions – Our assumptions about the business and our environment.</li><li>Individual Contributions – What impact is each team member having on the team’s performance?</li></ul>

Awareness At Team Level: Collective Insight

Leadership is not about trying to control every move of the employees. Leaders should help connect their employees with the bigger picture, give them the right tools and provide them with the space to make mistakes whilst still holding them accountable. Leaders can ask some key questions to their employees to make sure that teams share their collective insight: <ol><li>Do we all know the plan?</li><li>Do we all know the status of the plan?</li><li>Are we all aware of the challenges the company is facing?</li></ol>

What Leaders Need To Do

Learn how to develop self-awareness and use it to become more fulfilled, confident, and successful. Most people feel like they know themselves pretty well. But what if you could know yourself just a little bit better—and with this small improvement, get a big payoff…not just in your career, but in your life? Research shows that self-awareness—knowing who we are and how others see us—is the foundation for high performance, smart choices, and lasting relationships. There’s just one problem: most people don’t see themselves quite as clearly as they could. Fortunately, reveals organizational psychologist Tasha Eurich, self-awareness is a surprisingly developable skill. Integrating hundreds of studies with her own research and work in the Fortune 500 world, she shows us what it really takes to better understand ourselves on the inside—and how to get others to tell us the honest truth about how we come across. Through stories of people who have made dramatic gains in self-awareness, she offers surprising secrets, techniques and strategies to help you do the same—and how to use this insight to be more fulfilled, confident, and successful in life and in work. In Insight, you'll learn: • The 7 types of self-knowledge that self-aware people possess. • The 2 biggest invisible roadblocks to self-awareness. • Why approaches like therapy and journaling don't always lead to true insight • How to stop your confidence-killing habits and learn to love who you are. • How to benefit from mindfulness without uttering a single mantra. • Why other people don’t tell you the truth about yourself—and how to find out what they really think. • How to deepen your insight into your passions, gifts, and the blind spots that could be holding you back. • How to hear critical feedback without losing your mojo. • Why the people with the most power can often be the least-self-aware, and how smart leaders avoid this trap. • The 3 building blocks for self-aware teams. • How to deal with delusional bosses, clients, and coworkers.

career

Career

business

Business

books

Books

leadershipandmanagement

Leadership & Management

Learn how to develop self-awareness and use it to become more fulfilled, confident, and successful. Most people feel like they know themselves pretty well. But what if you could know yourself just a little bit better—and with this small improvement, get a big payoff…not just in your career, but in your life?   Research shows that self-awareness—knowing who we are and how others see us—is the foundation for high performance, smart choices, and lasting relationships. There’s just one problem: most people don’t see themselves quite as clearly as they could.   Fortunately, reveals organizational psychologist Tasha Eurich, self-awareness is a surprisingly developable skill. Integrating hundreds of studies with her own research and work in the Fortune 500 world, she shows us what it really takes to better understand ourselves on the inside—and how to get others to tell us the honest truth about how we come across.   Through stories of people who have made dramatic gains in self-awareness, she offers surprising secrets, techniques and strategies to help you do the same—and how to use this insight to be more fulfilled, confident, and successful in life and in work.   In Insight, you'll learn: • The 7 types of self-knowledge that self-aware people possess. • The 2 biggest invisible roadblocks to self-awareness. • Why approaches like therapy and journaling don't always lead to true insight • How to stop your confidence-killing habits and learn to love who you are. • How to benefit from mindfulness without uttering a single mantra. • Why other people don’t tell you the truth about yourself—and how to find out what they really think. • How to deepen your insight into your passions, gifts, and the blind spots that could be holding you back. • How to hear critical feedback without losing your mojo. • Why the people with the most power can often be the least-self-aware, and how smart leaders avoid this trap. • The 3 building blocks for self-aware teams. • How to deal with delusional bosses, clients, and coworkers.

Tasha Eurich is an accomplished writer whose work has resonated with readers around the world. Tasha Eurich has published several books that explore a range of topics, from fiction to nonfiction, and has received critical acclaim for the ability to weave compelling narratives. Tasha Eurich's writing style is known for its depth and authenticity, and has earned quite a loyal following of readers.

Tasha Eurich

Insight

Red Teaming is a revolutionary new way to make critical and contrarian thinking part of the planning process of any organization, allowing companies to stress-test their strategies, flush out hidden threats and missed opportunities and avoid being sandbagged by competitors.
Red teaming challenges your plans and the assumption upon which they are based. It forces you to think differently about your business and consider alternative points of view.

Red Teaming: How to Succeed By Thinking Like the Enemy

<ul><li>Red teaming makes critical and contrarian thinking part of your company’s planning process and gives you a set of tools and techniques that can be used to stress-test your strategy. </li><li>Red teaming helps you better understand your customers and your competitors. </li><li>Red teaming helps you scan the business environment for both threats and opportunities. </li><li>Red teaming shows you the dangers that lie ahead—and how to turn them to your advantage. </li><li>Red teaming may make your organization a bit uncomfortable, but it will also help you stay relevant, keep ahead of your competition.</li></ul>

Red Teaming: The Concept

Good leaders know that there is nothing intrinsically wrong with conflict. Dealing with conflict lies at the heart of managing any business. As a result, confrontation—facing issues about which there is disagreement—can be avoided only at the manager’s peril. The issue can be put off, it can be allowed to fester for a long time, it can be smoothed over or swept under some rug. But it is not going to disappear. Conflicts must be resolved if the organization is to go forward. Constructive confrontation accelerates problem-solving.

The Seven Rules Of Red Teaming: Conflict Is Good

In a business setting, a red team will be most effective when it reports directly to the CEO and enjoys his or her full support. In practice, that will not always be possible. Red teams can still be effective when they report to the head of a department or division, as long as their scope is limited to those areas. If the red team tries to tackle problems outside of those areas, it is bound to find itself in conflict with other senior executives.

The Seven Rules Of Red Teaming: Having Top Cover

Even when red team members conduct themselves blamelessly, it can still be a challenge to get the entire organization to embrace red teaming and take the red team’s recommendations to heart. In the military, resistance to red teaming has come largely from officers who do not fully understand what red teaming is or why it is necessary. Once they are briefed on red teaming, that resistance usually dissipates. Successful units also tend to resist red teaming. They think that because they have been successful in the past, they know what it takes to be successful in the future.

The Seven Rules Of Red Teaming: It Works If Leadership Lets It Work

It is counterproductive for a red team to analyze every decision an organization makes. Constant red teaming can be stressful and demoralizing for employees who have their every move questioned and challenged. That is not the point of red teaming, nor is it an effective use of red teams.A red team should be used strategically and selectively. It should be brought in to analyze important decisions, major deals, and overarching strategies. It should be called on when problems cannot be satisfactorily solved through regular means.

The Seven Rules Of Red Teaming: Red Teaming To Death

A Red team cannot become a routine and should always challenge itself. It should always encourage its members to voice different perspectives and conflicting views. Mixing up the way the team uses those tools and techniques is also a good idea. If you approach every problem the same way, you run the risk of making red teaming a bureaucratic exercise rather than the game-changing tool it should be. In addition, using the same methods over and over again can yield red teaming reports that read remarkably similar to one another, making them easier to ignore.

The Seven Rules Of Red Teaming: Red Team Your Red Team

A Red Team that is always wrong will never be taken seriously. Its warnings will be ignored. Its reports will go unread. Its members will lose their credibility. For that reason, red teams do need to pay attention to their track record and make sure that they hit the ball out of the park, at least occasionally.If the Red Team misunderstands the problem it was asked to solve, recommends actions that have already proven unsuccessful, or suggests alternatives that are ethically, legally, or financially impossible, it will lose its credibility.

The Seven Rules Of Red Teaming: You Can’t Be Always Right, But Don’t Be Always Wrong

Many companies like simple solutions that do not require too much effort to implement. They prefer short-term fixes that offer immediate results, even if they do little to address the underlying problem. They are less interested in long-term solutions that require a coordinated effort to implement and that often take time to move the needle in a big way. The Red team is not to be given up, as the easy way out usually leads back in.

The Seven Rules Of Red Teaming: Don’t Give Up

Red teaming is all about rigorous questioning and thinking unconventionally. Red teams consist of people who’ve proven to be contrarian thinkers. These are the three phases of a typical red teaming exercise:<ul><li>Using analytical tools to question the arguments and assumptions that too often go unquestioned.</li><li>Using imaginative techniques to figure out what could go wrong – and what could go right – with the plan, in order to expose hidden threats and missed opportunities.</li><li>Applying contrarian thinking to challenge the plan and force the organisation to consider alternative perspectives.</li></ul>

Implementing The Red Team

<ul><li>Restating a problem and re-examining the same.</li><li>Encouraging writing the problem and the solution(s).</li><li>Dissecting an argument, which involves asking a number of questions of any argument that is used to justify a particular course of action, or that is offered as an explanation for a problem.</li><li>Checking key assumptions and re-examining the obvious.</li></ul>

The Techniques Of Red Teaming

Military strategy for the corporate world

"The revolutionary program that is transforming the military"--Jacket.

strategy

Strategy

Red Teaming is a revolutionary new way to make critical and contrarian thinking part of the planning process of any organization, allowing companies to stress-test their strategies, flush out hidden threats and missed opportunities and avoid being sandbagged by competitors. Today, most -- if not all -- established corporations live with the gnawing fear that there is another Uber out there just waiting to disrupt their industry. Red Teaming is the cure for this anxiety. The term was coined by the U.S. Army, which has developed the most comprehensive and effective approach to Red Teaming in the world today in response to the debacles of its recent wars in Iraq and Afghanistan. However, the roots of Red Teaming run very deep: to the Roman Catholic Church's "Office of the Devil's Advocate," to the Kriegsspiel of the Prussian General Staff and to the secretive AMAN organization, Israel's Directorate of Military Intelligence. In this book, author Bryce Hoffman shows business how to use the same techniques to better plan for the uncertainties of today's rapidly changing economy. Red Teaming is both a set of analytical tools and a mindset. It is designed to overcome the mental blind spots and cognitive biases that all of us fall victim to when we try to address complex problems. The same heuristics that allow us to successfully navigate life and business also cause us to miss or ignore important information. It is a simple and provable fact that we do not know what we do not know. The good news is that, through Red Teaming, we can find out. In this book, Hoffman shows how the most innovative and disruptive companies, such as Google and Toyota, already employ some of these techniques organically. He also shows how many high-profile business failures, including those that sparked the Great Recession, could easily have been averted by using these approaches. Most importantly, he teaches leaders how to make Red Teaming part of their own planning process, laying the foundation for a movement that will change the way America does business.

Bryce G. Hoffman

Red Teaming

Amy Edmondson is a management professor at Harvard Business School and has done a tremendous amount of work in the area of psychological safety. 
In her Tedx Talk, she describes psychological safety as “a shared belief that the team is safe for interpersonal risk taking.” Psychological safety is a critical yet often overlooked concept, and one which underpins Edmondson’s latest book, The Fearless Organization – Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth.

The Fearless Organisation: Creating Psychological Safety At The Workplace

Psychological safety is not a personality difference but rather a feature of the workplace that leaders can and must help create.
Most companies do not pay adequate attention to the need for psychological safety to help people cope with the uncertainty and anxiety of organizational change. Psychological safety at any company is vital for helping people overcome the defensiveness and “learning anxiety” they face at work, especially when something doesn’t go as they’d hoped or expected.

Coping with Anxiety And Uncertainty

Company strategy can be viewed as a hypothesis, to be tested continuously, rather than a plan. 
Organisational learning – championed by company leaders but enacted by everyone – requires actively seeking deviations that challenge the assumptions underpinning a current strategy.

Adopting An Agile Approach

Being able to say that you don’t know and driving participation through inquiry are two strong tenets of psychological safety. 
Amy Edmondson shares some rules of thumb for asking a good question: One, you don’t know the answer; two, you ask questions that don’t limit responses to Yes or No, and three, you phrase the question in a way that helps others share their thinking in a focused way.

Inquiring With Employees Proactively

Working in a psychologically safe environment doesn’t mean that people always agree with one another for the sake of being nice. It also doesn’t mean that people offer unequivocal praise or unconditional support for everything you have to say. 
Psychological safety is about candour, about making it possible for productive disagreement and free exchange of ideas. Conflict inevitably arises in any workplace. Psychological safety enables people on different sides of a conflict to speak candidly about what’s bothering them.

Psychological Safety Isn’t About Being Nice

Psychological safety isn’t about personalities and refers to the work climate, and climate affects people with different personality traits in roughly similar ways. 
In a psychologically safe climate, people will offer ideas and voice their concerns regardless of whether they tend toward introversion or extroversion.

Psychological Safety Isn’t A Personality Factor

Although trust and psychological safety have much in common, they aren’t interchangeable concepts. 
A key difference is that psychological safety is experienced at a group level. Further, psychological safety describes a temporally immediate experience

Not Just Trust

Psychological safety is not an “anything goes” environment where people aren’t expected to adhere to high standards or meet deadlines. It isn’t about becoming “comfortable” at work.
Psychological safety enables candour and openness and, as such, thrives in an environment of mutual respect.

Performance Standards

An appropriate, empathetic and powerful question has the following attributes:
<ul>
<li>Generates curiosity in the listener</li>
<li>Stimulates reflective conversation</li>
<li>Is thought-provoking</li>
<li>Surfaces underlying assumptions</li>
<li>Invites creativity and new possibilities</li>
<li>Generates energy and forward movement</li>
<li>Channels attention and focuses inquiry</li>
<li>Stays with participants</li>
<li>Touches a deep meaning</li>
<li>Evokes more questions.</li>
</ul>

Powerful Questions

What the leader needs to do for setting up the stage:
<ul>
<li>Frame the work – Set expectations about failure, and interdependence to clarify the need for voice</li>
<li>Emphasise the purpose – Identify what’s at stake, why it matters, and for whom</li>
</ul>
This accomplishes shared expectations and meaning.

Leaders Toolkit For Building Psychological Safety

What a leader needs to do to invite participation:
<ul>
<li>Demonstrate situational humility – Acknowledge gaps</li>
<li>Practice inquiry – Ask good questions and model intense listening</li>
<li>Set up structures and processes – Create forums for input and provide guidelines for discussion.</li>
</ul>
This accomplishes confidence in the team that voices are welcome.

Leaders Toolkit: Inviting Participation

What a leader needs to do to garner productive response: <ul><li>Express appreciation – Listen, acknowledge and thank</li><li>Destigmatize failure – Look forward, offer help. Discuss, consider and brainstorm the next steps</li><li>Sanction clear violations</li></ul>This creates a shared learning environment with mutual respect.

Leaders Toolkit: Productive Response

Want to build a high-performing team? Start with creating a safer work evironment

problemsolving

Problem Solving

teamwork

Teamwork

Fostering Psychological Safety In The Workplace

An overlooked factor at an organization: The climate of psychological safety

Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of “fitting in” and “going along” spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today’s knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the “yes-men” approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

Understand yourself and those around you.

psychology

Psychology

humanresources

Human Resources

Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. <ul> <li>Explore the link between psychological safety and high performance</li> <li>Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes</li> <li>Nurture the level of engagement and candor required in today’s knowledge economy</li> <li>Follow a step-by-step framework for establishing psychological safety in your team or organization</li> </ul> Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

Amy C. Edmondson

The Fearless Organization

The job profile of a product leader is akin to a CEO of a company.
A product leader is ultimately responsible for the success and failure of a product, and by extension, the company itself. This raises the question of what makes a true product leader.
We find out the traits of a model product leader and the product team in this book.

The Product Leader

More and more organisations are moving away from a traditional top-down approach, whereby senior management determines ‘upstream’ what people ‘downstream’ should be doing. 
Companies like Spotify have been very successful in creating autonomous and cross-functional teams. The success of this approach doesn’t only come from the cross-functional and collaborative nature of Spotify teams; people within these teams are also very close to the customer. The People in the company are the product.

Employees Are Paramount

The primary focus has to be on the problems faced by customers. Instead of features, one can opt to provide themes, based on what the customer wants and what problem is solved.
Themes are a promise to solve problems not to build features. Once you’ve truly understood customer problems, you can start prioritising. Prioritisation is best done through the lens of the core product management principles: first, is it valuable; second, is it usable and third, is it feasible?

Focusing On Customer Problems

Successful product teams do NOT require hard skills, such as engineering, design or even specific product management expertise. 
In contrast, with product managers, the focus is much more on soft skills.

A Successful Product Team

Experienced product people with strong soft skills are low in supply in most markets. One can derive the characteristics of good product leaders from the high level traits of a successful team. One key aspect in this respect is a product leader’s ability to align team members around a shared goal or vision.

How To Identify Product Leaders

Common characteristics of Successful Product Teams: <ul><li>Lifelong learning.</li><li>Strong communication.</li><li>Empathy.</li><li>Diversity.</li><li>Business savvy.</li><li>Cross-functional representation.</li><li>Collocation.</li><li>Autonomy.</li><li>Interdependence.</li><li>Accountability.</li></ul>

Product management and product leadership are people-first roles. Teams are made up of individuals who each bring their own personalities, perspective, and opinions. Understanding what makes people tick makes it easier to get the best out of them and identify when there is a problem.
Being an empathic product leader doesn’t mean you have to be all things to all people but you’re able to engage emphatically with others, even if they don’t have a lot in common with them.

Playing Well With Others

The kind of leader that needs constant recognition and praise is not likely to be the best person for this job. 
The top product leaders hardly ever get recognition for their hard work and dedication. Furthermore, they tend to turn any limelight they receive back on their teams.

The Team First Approach

Product leaders are typically comfortably wearing the hats of marketer, manager, technologist, customer advocate, and facilitator, to name a few. 
This doesn’t mean they are experts at each of these roles; rather, they are comfortable working across all areas as the role evolves or as the product demands.

Wearing Multiple Hats

Having a deep interest in learning, enthusiastically accepting new challenges, encouraging others to speak up, and listening to their perspectives are all actions driven by curiosity.

Curiosity

The ability to share information in a clear, concise manner is a necessary and desirable skill for a product leader. 
Whether they’re talking, listening, writing, planning, sharing, or facilitating, the goal is always to be understood.

Clear Communication Ability

This might be controversial, but when you consider what product leaders do each day, it’s no surprise that selling is one of the things to look out for in product leaders. 
To be clear, this is not the type of selling associated with business development; rather, it’s not the type that works to change minds and get buy-in from others.

Every Job Is A Sales Job

<ul>
<li>Equanimity.</li>
<li>Working with ease under pressures and deadlines.</li>
<li>Having an understanding that shipping products is a race against time.</li>
<li>Displaying grace even under fire.</li>
</ul>

Other Traits of A PL

Best Practices to Align Stakeholders, Guide Development Teams, and Create Value Together

product

Product & Design

communication

Communication

Leading in Product Management 

Product Leaders and Product Teams: Management Basics

In today’s lightning-fast technology world, good product management is critical to maintaining a competitive advantage. Yet, managing human beings and navigating complex product roadmaps is no easy task, and it’s rare to find a product leader who can steward a digital product from concept to launch without a couple of major hiccups. Why do some product leaders succeed while others don’t? This insightful book presents interviews with nearly 100 leading product managers from all over the world. Authors Richard Banfield, Martin Eriksson, and Nate Walkingshaw draw on decades of experience in product design and development to capture the approaches, styles, insights, and techniques of successful product managers. If you want to understand what drives good product leaders, this book is an irreplaceable resource. In three parts, Product Leadership helps you explore: Themes and patterns of successful teams and their leaders, and ways to attain those characteristics Best approaches for guiding your product team through the startup, emerging, and enterprise stages of a company’s evolution Strategies and tactics for working with customers, agencies, partners, and external stakeholders

In today’s lightning-fast technology world, good product management is critical to maintaining a competitive advantage. Yet, managing human beings and navigating complex product roadmaps is no easy task, and it’s rare to find a product leader who can steward a digital product from concept to launch without a couple of major hiccups. Why do some product leaders succeed while others don’t?This insightful book presents interviews with nearly 100 leading product managers from all over the world. Authors Richard Banfield, Martin Eriksson, and Nate Walkingshaw draw on decades of experience in product design and development to capture the approaches, styles, insights, and techniques of successful product managers. If you want to understand what drives good product leaders, this book is an irreplaceable resource.In three parts, Product Leadership helps you explore:<ul><li>Themes and patterns of successful teams and their leaders, and ways to attain those characteristics</li><li>Best approaches for guiding your product team through the startup, emerging, and enterprise stages of a company’s evolution</li><li>Strategies and tactics for working with customers, agencies, partners, and external stakeholders</li></ul>

Richard Banfield

Martin Eriksson

Nate Walkingshaw

Product Leadership

“If you really want to do something, you’ll find a way. If you don’t, you’ll find an excuse.”

Persistent people have a goal or vision in mind that motivates and drives them. They are often dreamers and visionaries who see their lives as having a higher purpose than simply earning a living. They often think of this vision first thing when they wake up and last thing before they go to bed. Reaching this goal becomes the focal point of their life and they devote a major portion of their energies and time toward reaching it.

1. AN ALL-CONSUMING VISION

Persistent people want it bad, really bad, and they never look for an excuse or a way out. What keeps highly persistent people going is their powerful level of desire.Repeated failures, dead ends, and periods when it seems like no progress is being made often come before any major breakthroughs happen. Persistent people have the inner energy and intensity to keep them motivated and going through these tough times.

2. A BURNING DESIRE

People who overcome the odds and achieve greatly are often described as “marching to the beat of their own drummer.” They know what they want and are seldom swayed by the opinion of the masses.Having a highly developed sense of who they are allows the highly persistent to continue on without being greatly affected by what others think of them or, being understood, or being appreciated by those around them. While that inner confidence gets challenged and shaken, it never gets destroyed and constantly acts as a source of courage and determination.

3. INNER CONFIDENCE

Rohn also once said, “Motivation is what gets you started. Habit is what keeps you going.”Highly persistent people know it is very difficult to stay continually motivated, particularly during difficult times and when it appears that no progress is being made. They have come to rely upon their self-discipline and developing habits they can count on to continue down the path toward their eventual goals. They believe the results of the efforts they make today may not be seen for a long time, but they strongly believe that everything they do will count toward their outcome in the end.

4. HIGHLY DEVELOPED HABITS

Persistent people have the ability to adjust and adapt their action plan. They do not stubbornly persist in the face of evidence that their plan is not working, but look for better ways that will increase their chances of success.The highly persistent see their journey as a series of dead ends, detours, and adjustments but have complete faith they will reach their final destination. They are not tied into their ego and are quickly willing to admit when something is not working. As well, they are quick to adapt the ideas of others that have been shown to work well.

5. ABILITY TO ADJUST AND ADAPT

Persistent people realize that any goal worth reaching will take time, effort, and continuously learning new skills and thinking patterns. They welcome change and new ideas and continue looking for ways they can incorporate these into their lives.Ongoing learning is seen as part of a process through which the highly persistent continually expand the range of tools that they have to work with. Naturally curious, persistent types not only see learning as a way to reach their goals more quickly, but they also see self-development as a way of life.

6. COMMITMENT TO LIFELONG LEARNING

While it may appear that highly persistent people act alone and don’t need anyone, most have a carefully chosen group of people they admire and emulate. These can be people who are actually involved in their lives as mentors/confidantes or they can be figures who they have read about and who have deeply impacted them.They usually stand out from their environment and are often misunderstood because they can make those around them feel uncomfortable. Having strongly ingrained models helps persistent people sustain and motivate themselves in an environment that is not always supportive.

7. ROLE MODELS THAT ACT AS GUIDES AND MENTORS

Talent, genius, and education mean very little when persistence is lacking. Here’s what true determination looks like.

personaldevelopment

Personal Development

motivationandinspiration

Motivation & Inspiration

7 Habits Of Highly Persistent People

1. Do what you say, say you would do2. Stand up for what is right3. Look in the mirror and commit to positive change4. Take ownership for solving problems, even when the fault less elsewhere5. Act sooner rather than later

5 Things People With Integrity Do Differently

Integrity, could be practice thru our daily life

When you meet people with integrity, you know that they just do some things differently that make them such wonderful humans. Here are 5 such things...

loveandrelationships

Love & Relationships

“All our dreams can come true if we have the courage to pursue them.”

"All our dreams can come true, if we have the..." - Walt Disney quotes from BrainyQuote.com

Walt Disney Quotes

"Do not confuse the word "belief" with the word "wish." The two are not the same. Everyone is capable of "wishing" for financial, material, or spiritual advantages, but the element of faith is the only sure power by which a wish may be translated into a belief, and a belief into a reality."

"Be careful what you set your heart upon, for it surely shall be yours."

"Every individual has the power to change his or her material or financial status by first changing the nature of his or her beliefs."

They make us a better person and help us to improve.

Originally written in 1938 but never published due to its controversial nature, an insightful guide reveals the seven principles of good that will allow anyone to triumph over the obstacles that must be faced in reaching personal goals.

Outwitting the Devil

<ul>
<li>Open, clear and constant communication: across the entire company about the work to be done and challenges being faced.</li>
<li>Radical honesty: telling one another, and management, the truth in a timely fashion and ideally face to face.</li>
<li>Debating based on fact-based opinions: at Netflix, employees are expected to have strong, fact-based opinions and to debate them avidly and test them rigidly.</li>
<li>Customer and company first: people base their actions on what’s best for the customer and the company, not on attempts to prove themselves right.</li>
<li>Preparing teams for the future: The right skills with potential.</li>
</ul>

Powerful: The Five Practices Of Netflix Culture

The most successful organizations will be the ones in which everyone, on every team, understands that all bets are off and everything is changing – and thinks that’s great.Being comfortable with change is not easy. It can feel safer to be a slow-moving, command and control organization where senior leaders have all the answers.One of the biggest mistakes poor leaders and managers make is to want to be the boss,  thinking that they tell everyone what to do, and do not want anyone to challenge them. In today’s rapidly changing, hyper-competitive world, that approach is fatal.

Face the challenges: Being Comfortable with Change

A business leader’s job is to create great teams that do amazing work on time. That’s it. That’s the job of management.If you and your managers build great teams, they will help you solve your toughest problems.While you help them focus on the most important work, many other distractions will melt away; the root problem of many dysfunctional teams is due to misaligned incentives and different visions. If everyone is moving in the same clear direction, and you’ve hired good people, you’ll be amazed how much better things will go.

The One Job Of A Manager

When employees start to whine about a process, the CEO has to really dig into what’s bothering them, because they hate senseless bureaucracy, not discipline.When your company grows, there are more people to keep connected, more to coordinate, and the stakes are higher. It’s only logical to be more disciplined.It may seem like a subtle change from “process” to “discipline”, but it can make a big difference in how your team thinks about the changes that are needed. Many people dislike “process”, but most people agree some level of discipline is helpful.

Solving Problems With Discipline, Not Processes

Efficient teams are created by hiring talented people who are adults and want nothing more than to tackle a challenge, and then communicating to them, clearly and continuously, about what that challenge is.Are your employees aware of your business’s biggest challenges? Do you listen to their ideas on how to address it? If you hire good people, and communicate your real needs with them, they will help you overcome them and grow.Excellent colleagues, a clear purpose, and a well-understood deliverable: that’s a powerful combination.

Challenges Are Great

The most important thing about giving feedback is that it must be about behaviour, rather than some essential characteristics of a person, like ‘you’re unfocused’.You cannot sugarcoat feedback, or the spirit behind it and its importance can be missed. At the same time, you don’t want to make it a personal attack, either. That will only cause them to become defensive and resistant.Make feedback about an action, not the person, and you may be surprised how much easier feedback discussions become.

Feedback on Action

You have to exhibit the courage you want people to have.Actions speak louder than words. What you do as a leader says more than even the most inspiring speech. Lead by example to have a great company culture. If the CEO of Netflix can admit he’s wrong, then so can any staff member in the organization. If you aren’t willing to live the values you want your team to exhibit, don’t make their values. Otherwise, those un-lived values will become the ones people snicker at and mock when complaining to their friends about their job.

Leading By Example

The benefit of being radically honest: If you want to know what people are thinking, there is no good replacement for simply asking them, best of all face to face.If you want a culture of candor and accountability, you may want to consider simple, direct feedback, too.

Feedback: Truth To Power

Collaborating with HR to hire is just the beginning of building a great team. It also includes asking tough questions like, “Are we limited by the team we have, not the team we should have?”Asking hard questions like this helps you not only hire good people now, but make sure you are thinking about what you need in the future. As the Wayne Gretzky attributed saying goes, you should skate where the puck is going.

Great Hiring: Hard But Crucial

Great teams are not created with incentives, procedures, and perks. They are created by hiring talented people who are adults and want nothing more than to tackle a challenge, and then communicating to them, clearly and continuously, about what the challenge is.Instead of perks, one should:<ul><li>Having great managers people enjoy working with.</li><li>Providing (or reimbursing for) the training that will help your employees grow into future roles.</li><li>Increasing salaries to help you compete for the best possible talent that others will be excited to work with.</li></ul>

Perks Don’t Work

There’s a big difference between a team and a family: teams change regularly and are optimized to win at all times, while families strive to stick together no matter what.Treating employees like teammates instead of family can be scary if you’ve never thought that way, but if you’re scaling your business or making significant changes, you may have no choice. Be mindful of the approach you take; loyalty is great, but not if it’s at the cost of your team member’s happiness and the needs of your business.

Work Requires Teams, Not Families

<ol><li>Imagine six months from now, you have the most amazing team you ever assembled and you’re saying to yourself, “Wow, those guys are awesome! I can’t believe what they’re accomplishing.”</li><li>First write down what the team will be accomplishing six months from now that it’s not accomplishing now. now. Use all the figures you want.</li><li>For those different things to be happening, what would people need to know how to do? What kind of skills and experience would it take for the team to operate the way you’re envisioning and accomplish the things you’ll need to do in that future?</li></ol>

Powerful: The Six Month Exercise

Named by The Washington Post as one of the 11 Leadership Books to Read in 2018 When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong. McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley. McCord advocates practicing radical honesty in the workplace, saying good-bye to employees who don’t fit the company’s emerging needs, and motivating with challenging work, not promises, perks, and bonus plans. McCord argues that the old standbys of corporate HR—annual performance reviews, retention plans, employee empowerment and engagement programs—often end up being a colossal waste of time and resources. Her road-tested advice, offered with humor and irreverence, provides readers a different path for creating a culture of high performance and profitability. Powerful will change how you think about work and the way a business should be run.

corporateculture

Corporate Culture

Named by The Washington Post as one of the 11 Leadership Books to Read in 2018 When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong. McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley. McCord advocates practicing radical honesty in the workplace, saying good-bye to employees who don’t fit the company’s emerging needs, and motivating with challenging work, not promises, perks, and bonus plans. McCord argues that the old standbys of corporate HR—annual performance reviews, retention plans, employee empowerment and engagement programs—often end up being a colossal waste of time and resources. Her road-tested advice, offered with humor and irreverence, provides readers a different path for creating a culture of high performance and profitability. Powerful will change how you think about work and the way a business should be run.

Patty McCord

Powerful

Find 100+ Facts about Leadership - Curated from inspiring sources like Books, Podcasts & Articles - Genuine Insights from like-minded Users like You!

Insight

Red Teaming

The Fearless Organization

Product Leadership

7 Habits Of Highly Persistent People

5 Things People With Integrity Do Differently

Walt Disney Quotes

Outwitting the Devil

Powerful

Can saturn really float on water? #shorts

It's time to
Read like a Pro.

Insight

Red Teaming

The Fearless Organization

Product Leadership

7 Habits Of Highly Persistent People

5 Things People With Integrity Do Differently

Walt Disney Quotes

Outwitting the Devil

Powerful

Can saturn really float on water? #shorts

It's time to Read like a Pro.

It's time to
Read like a Pro.