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Do you know your co-workers? Do you think you can motivate them? What moves our team to behave in a certain way? What motivations drive our decisions? Some of these questions are the ones a team typically faces when it needs to empower its members.
Technology leaders — spearheading ambitious multi-million dollar digital transformations — can usually relate to the fear of users refusing to change how they work. You spend a large amount of time, effort and money moving to new mission-critical technologies and platforms to support the business. But these end up stuck, or compromised, when internal users reject the change and stick to their old ways of working.
Have you ever found yourself working on a project and feel that maybe a different strategy can help you to be more flexible in the face of the continuous business changes? Usually, teams face the decision to implement an agile framework and the most common is Scrum. But that’s not always the most suitable way to achieve our goals. I will explain an example where Kanban helped my team to improve stakeholder satisfaction and at the same time organize ourselves better as a team.
“Work Profiles” is a practice where each person briefly describes a set of services and skills they can provide within the context of an organization. It allows them to adopt job titles that add value and identity to their personal stamp.
When it comes to ensuring that the decisions, objectives, and individual priorities of each person in our team are aligned to the defined vision that exists regarding the direction of our organization, frameworks such as Objectives and Key Results (OKRs) can be of great value.
Have you ever found yourself talking about someone in your team and realized that, outside of work, you knew nothing about them? Have you ever had to choose a gift for a new member, and didn’t know where to start? There are many ways to meet the person behind the role, but today we will focus on one that in our experience works well: Personal Maps.